Bricolage Perspective on Strategizing Tools: A Comparative Case Study

Description

This paper contributes to the strategy-as-practice literature by analyzing how managers craft tools to strategize. We consider the use of 'adhoc' tools, crafted by managers, as opposed to off-the-shelf established strategy tools, such as BCG matrix, five forces, etc. Drawing on two longitudinal participatory studies in highly regulated industries we use the concept of bricolage for understanding the tool crafting process. We identify three phases: creating strategic momentum, assembling and becoming. The findings reveal that the managers draw on different elements of their mental and technical repertoire, and on dialogues to craft tools. The analysis of both cases brings us to discuss the role of material practices in the creation of 'adhoc' tools in organizations. We contribute to the dwelling mode of strategy-as-practice in three ways. First, we provide a process model of the tool crafting process. Second, we propose the notion of strategizing tool, a concept that captures the embedded nature of tools as well as the creativity of practitioners. Third, we highlight the contribution of a bricolage lens to practice studies.

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