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    Managed retreats by whom and how? Identifying and delineating governance modalities
    (Elsevier B.V, 2021) Hanna C; White I; Glavovic BC
    Managed retreat has become a compelling policy imperative as climate change exacerbates socio-natural hazard risks and imminent harm looms for exposed communities. Retreats may be initiated over different times and scales using various instruments by actors, from the state to the private sector and civil society. However, in the absence of a coherent strategic vision, guiding frameworks, and capacity to manage retreats, at-risk communities, their elected representatives, policy makers, and planners are compelled to embark on retreat governance experiments. Consequently, retreat is perceived as a ‘high regrets’ policy imperative with potentially adverse impacts for community wellbeing, as well as political and professional risks. To help translate managed retreat rhetoric into reality, this paper presents a governance framework that acknowledges the multiplicity of ‘managed retreats.’ Using examples from Aotearoa-New Zealand, we identify and delineate retreat modalities and clarify terminology, converging our framework with the international mobility literature to harness the valuable lessons from decades of human mobility practice.
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    An analysis of determinants of construction firm performance : a New Zealand perspective : a thesis submitted in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Construction Management, Massey University, Auckland, New Zealand
    (Massey University, 2023) Wahid, Israr
    This research explores the factors critical for the performance of construction firms. It explores Strategic Management principles in terms of Contingency Theory (CT) to understand construction firm performance. CT considers the interactions of Internal Organisational Attributes and contextual factors (business environment uncertainties) in explaining firm’s performance. The rationale of the research comes from the lack of literature on the factors explaining the performance differentials for construction firms in New Zealand and within the field of Construction Management (CM) in general. The critical identified Internal Organisation attributes are ‘Dynamic Capabilities (DC)’, ‘Competitive Strategies (CS)’, ‘Organisation structure (OS)’ and ‘Resources and Capabilities (RC)’. The relationship between the internal attributes, their interaction with the business environment and the influence of such interactions on firm performance is the main aim of this research. The research uses a mixed-methods approach, including a questionnaire survey and three case studies, to examine the relationship between identified attributes and business environment. The findings of the study suggest that all the considered constructs are important in explaining firm performance. However, in most cases the relationship in not linear or direct. DC and CS have a significant impact on firm performance, and in an uncertain business environments firms equipped with DC will outperform those without DC. However, OS and RC do not have a direct effect on performance, rather an indirect effect. OS aids in successful pursuit of CS, which in turn leads to enhanced performance. Similarly, RC are necessary to support successful CS adoption, which in turn leads to superior performance. The study contributes to the existing literature by presenting novel conceptual models and providing industry practitioners with an understanding of how to improve firm performance through validated conceptual models. It adds to theory by explaining the interaction of organisational contingencies (DC, OS, CS), Business Environment Dynamism and Firm Performance. It also presents novel conceptual models for hypothesis testing, that explain the interaction of organisation internal attributes and external business environments, which have not been tested before. Moreover, the research also gives industry practitioners an understanding of what is required to achieve sustained performance in uncertain business conditions in forms of validated models that formulate operational strategies which are effective. For industry professionals, the study establishes the importance of developing strong dynamic capabilities by construction firms, adopting multiple competitive strategies (Hybrid strategies), and an alignment of their Organisation Structure, Competitive Strategy and Resources to achieve some tangible results for performance enhancement. Neglecting such a strategic fit can significantly hinder the firm performance.
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    Underperformance of information and communication technology in construction organizations : a correlational study between the performance and the strategic alignment : a thesis submitted in fulfilment of the requirements for the degree of Philosophy in Building and Construction, Field of Building and Construction, School of Built Environment, College of Science, Massey University, New Zealand
    (Massey University, 2023) Eliwa, Hassan
    The construction industry is applying information and communication technology (ICT), but it is evident that it does not realise its full potential and is underperforming, although other sectors are using the benefits of ICT and are extremely successful. Based on that, it is required to study and investigate the underperforming of the construction ICT and identify the problems and challenges leading to underperformance and shortcomings of ICT utilisation in construction organisations. Organisation and ICT alignment remains a top priority for businesses to improve operational efficiencies. Various studies have concluded that applying the strategic alignment model (SAM) in construction organisations can achieve better performance outcomes from the project to the organisation level. A positive connection between the utilisation of ICT and project performance has been established and concluded. However, the effects of ICT infrastructure strategy alignment with the organisational ICT infrastructure on construction organisations' performance have not been investigated. This research evaluates and analyses the importance of the alignment between the ICT infrastructure and the organisational infrastructure to improve the underperforming construction ICT not just at the project level but also at the level of construction organisations. The main objective of this research is to investigate whether the effect of ICT utilisation on project performance may be restricted and affected by its alignment with the ICT infrastructure level in the organisation. This research aims to develop guidance that assists construction organisations in solving the construction industry underperforming, the alignment of ICT in the construction industry, and improve the probability of arriving at a specific alignment solution for the construction organisation by determining the strategic alignment impact between ICT and business on organisational performance of construction organisations. A method of evaluating ICT utilisation in the construction industry and strategic alignment is proposed. The effects of this strategic alignment on project performance are discussed, and recommendations for optimal strategic utilisation are provided. The study is significant as it will introduce to the construction organisations the role of the ICT function, the method of operation of the ICT function and the sourcing options of the ICT function as antecedent variables to the alignment of business and ICT within the organisation. The research follows a practical process to understanding the complexity, challenges and requirements for ICT implementation.
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    A quantitative situation analysis model for strategic planning in quantity surveying firms : a thesis presented in partial fulfilment of the requirements of the degree of Doctor of Philosophy (PhD) in Construction at Massey University, Albany Campus, New Zealand
    (Massey University, 2021) Frei, Marcel
    Quantity Surveying (QS) firms, like all organisations must continuously formulate and execute the strategies required to enable them to survive and succeed in a constantly changing business environment. Key challenges that firms are required to grapple with include the rapid pace of technological advances affecting professional practice, intense internal competition, and the struggle to attract and retain key talent. In the midst of these operation challenges, QS firm leaders must also dedicate resource to planning and executing strategy. Unfortunately, strategic planning in QS firms is often ad-hoc or neglected, and there is a distinct lack of framework s and tools specific to the QS context. This study set out to redress this gap in literature and theory, by providing firstly a framework of key factors to be considered in a situation analysis – the core activity of the Design School approach to strategic planning, and secondly to provide a quantitative model based on that framework to enable firms to diagnose their Strategic Health – that is, their current performance and areas for improvement and optimisation, prior to formulating, selecting and executing strategic options to achieve their mission and vision. To achieve this, this study takes a multi-stage mixed methods approach. Firstly, following a review of the literature, in-depth semi-structured exploratory interviews were undertaken with key leaders in the Australian and New Zealand QS profession that led to the development of a situation analysis (SA) framework of 28 External Factors and 26 Internal Factors. Two stages of descriptive survey were undertaken (in 2013 and 2020) which enables the development of a quantitative Strategic Health model based on the framework Factors. Finally, the developed model was tested amongst five similar case study firms. Based on the case study results the developed model correlates strongly with five self-reported measures of success. The developed SA framework provides QS firms with empirically validated terms of reference when undertaking SA as part of their own strategic planning process. Due to the relatively small sample sizes involved, caution is urged in applying the developed Strategic Health model to situations outside of the population samples in the study. Further testing of the model in larger population samples or in associated industries are recommendations for further research. Keywords: quantity surveying, situation analysis, strategic health, strategic planning, Australasia
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    Strategic intent, FDI entry strategies, and emerging market MNEs' subsidiary performance : the strategic fit approach : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Management at Massey University, Albany, New Zealand
    (Massey University, 2019) Mi, Lili
    Employing the strategic intent perspective as the theoretical lens, this study examines how an investing firm’s foreign direct investment (FDI) entry strategies fit with its strategic intent, and how such a strategic fit influences multinational enterprises’ (MNEs) subsidiary performance in the context of emerging economies. Prior studies have emphasised the importance of strategic intent as the key determinant to sustain a firm’s competitive advantage and have investigated the drivers of strategic intent. However, little is known about whether or not, and if so, how emerging market multinationals (EMNEs) have achieved their strategic intent in the subsidiary. To address this research gap, this study sets out to investigate the linkage between strategic intent, FDI strategy, and subsidiary performance of EMNEs from the strategic intent perspective. The strategic management literature suggests that optimal performance is achieved through the strategic fit between strategies and strategic objectives. This study, therefore, adopts the strategic fit approach to investigate the fit between EMNEs’ strategic intent and FDI entry strategies (i.e. location strategy, entry mode strategy, entry timing strategy, and FDI intensity strategy). In order to reveal the fit conditions, this study proposes the theoretical framework by using two strategic fit approaches: the strategic fit as matching and the strategic fit as gestalts. The framework and the derived hypotheses are then empirically tested using survey data from 392 FDI projects made by 280 Chinese MNEs. To achieve conformity between theory testing techniques and theoretical perspectives, this study performs tests by using multiple statistical techniques including structural equation modelling, discriminant analysis, cluster analysis, and analysis of variance. The results derived from the fit as matching approach suggest that EMNEs’ strategic intent do influence their FDI entry strategies, but the intent-strategy linkage is not universally valid for all the intent-strategy combinations. Similarly, a match between the entry strategies and strategic intent does not always generate superior subsidiary performance. The results derived from the fit as gestalts approach reveal the combination profiles of FDI entry strategies and their strategic intent. Based on the patterns of the profiles, investing EMNEs can be labelled as strategic prospector, strategic analyser, strategic defender, and natural resource seeker. The results also suggest that strategic analysers tend to perform better than strategic defenders and natural resource seekers, while the differences of the performance between other groups are not significant. This study contributes to the strategic intent literature by investigating the fit between FDI entry strategies and strategic intent, and examining the subsidiary performance of EMNEs regarding the attainment of their strategic goals at the subsidiary level. Using the fit as matching and fit as gestalts approaches, this study provides a more comprehensive picture in how FDI entry strategies fit firms’ strategic intent and how such a fit generates superior subsidiary performance.
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    Kanopi : how might we improve the environmental and social outcomes of biodiversity conservation projects? : an exegesis submitted in partial fulfilment of the requirements for the degree of Master of Design, Massey University, Te Kunenga Ki Pūrehuroa, Wellington, Aotearoa New Zealand
    (Massey University, 2018) Rye, Sam
    The environmental conservation sector in New Zealand and Australia is not able to keep pace with the scale of the challenges  facing it, causing widespread loss of our planet’s biodiversity and the potential for profound societal challenges due to our reliance  on ecosystem services. Many of the issues are interconnected and dynamic, brought about through the downstream effects of  population growth and anthropocentric worldviews. Change is needed in how the conservation sector is able to operate, which  better enables the existing sector stakeholders to create positive social and environmental outcomes. However the sector is  chronically underfunded, and thus unable to muster the resources or a collective direction to address the systemic challenges  alone. The challenges are complex (dynamic and emergent), yet we find the majority of resources poured into planning-based  responses that are inadequate due to their reliance on predictive approaches to the unpredictable challenge. The alternative to  planning, is prototyping; a culture rooted in experimentation, adaptation and continuous learning, in order to continually  re-orientate efforts to a desired future.  This research project has focused on designing a targeted systems change intervention, rooted prototyping culture, which seeks to  challenge power dynamics and the mental models of the types of impact that conservation groups can generate. Through systemic  and strategic design, I have generated systems sight, crafted strategy, and developed a portfolio of concepts which serve as both  technological and socio-cultural ‘Trojan Mice’ to challenge existing paradigms which limit the sector’s ability to reverse biodiversity  loss.
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    Understanding corporate governance, strategic management and firm performance : as evidenced from the boardroom : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy in Management at Massey University, Manawatu, New Zealand
    (Massey University, 2016) Crow, Peter Ross
    Researchers with an interest in corporate performance have increasingly shifted their attention over recent decades from the study of the chief executive to the board of directors. A large body of knowledge has now been published, including correlations between variables of interest, theories, conceptual models and rich descriptions of normative practice. However, substantive evidence to explain how boards actually exert influence over firm performance from the boardroom is yet to appear. That the board’s ability to exert such influence has not been adequately described—let alone explained in any detail is a significant knowledge gap in the literature, one to which this research seeks to contribute. The aim of this research is to investigate corporate governance, strategic management and firm performance from the perspective of the boardroom. A longitudinal multiple-case study approach was used. Primary data was collected from direct observations of the boards of two large high growth companies in New Zealand. Secondary data sources included interviews with the chairmen and chief executives, and board and company documents. An iterative approach to analysis was utilised from which a deep understanding of board involvement in strategic management was developed. The analysis revealed insights leading to the development of two models—a collaborative form of board–management interaction, and a mechanism-based model of the governance–performance relationship. The research makes contributions to governance research by extending specific early and largely normative contributions. The board’s active engagement in strategic management (especially strategy development, strategic decision-making and monitoring of strategy implementation) appears to be significant. This is achieved via the harmonious activation of five underlying attributes. While no explicit or predictable relationship between board interventions and subsequent firm performance was discovered, the findings provide insight into the contingent nature of the board’s ability to exert influence from and beyond the boardroom.
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    Strategic management, competitive advantage and the balanced scorecard in the New Zealand kiwifruit industry : a co-operative group case study : a thesis presented in partial fulfilment of the requirements for the degree of Master of Applied Science in Agribusiness at Massey University
    (Massey University, 2003) Cardemil Katunaric, Gustavo Marcos
    Kiwifruit is New Zealand's biggest horticultural industry. The industry, which is lead by Zespri Group Limited, the statutory monopoly for the country's kiwifruit export, is the second most important producer of kiwifruit in the world. In a relative stable world kiwifruit industry, New Zealand has enjoyed buoyant returns in the last seasons. However, it is starting to feel the pressures for consolidation and globalisation, as well as other opportunities and threats. This situation is forcing kiwifruit service providers to plan strategically for the future and change. In this context, Satara Co-operative Group Limited came to life in June 2002, as one of the biggest post harvest operators in the industry, controlling 16.5% and 10% of kiwifruit and avocado volumes, respectively. However, although the hybrid cooperative started after a merger with a new strong corporate identity, it had neither a complete strategic analysis nor a written strategic plan to follow. Separately, a strategic management implementation tool called the Balanced Scorecard (BSC) has had worldwide acceptance and success in the last 10 years. In light of Satara's current strategic circumstances, the tool arises as a feasible and timely strategic solution for the organization. This research investigated whether Satara Co-op Ltd has a competitive advantage in the New Zealand kiwifruit industry through a complete strategic analysis. The research also studied whether the organization's competitive strategics could be implemented through the Balanced Scorecard framework. The research was based on the case study methodology that used extensive secondary data research, personal interviews and visits to relevant industry stakeholders, including: Zespri Group Ltd, Seeka Kiwifruit Industries, New Zealand Fruit Growers Federation, Aongatete Packhouses, Trevelyans Packhouses, and New Zealand Avocado Industry Council, amongst others, as well as in depth interviews to Satara Co-op Ltd executive and managerial positions. The case study data was analysed using pattern matching and explanation building. The results showed that it was not possible to conclude based on tangible data whether Satara Co-op Ltd had a competitive advantage. However, when available tangible data was added to intangibles and stakeholder's statements about the organization, along with the application of the SELECT framework, it was possible to determine that Satara's competitive advantage was based in its cooperative structure, scale and geographic diversity as well as its future diversification capabilities under different scenarios. The case study results also acknowledged that Satara Co-op Ltd strategies could be implemented through the Balanced Scorecard framework, as its strategies and available information allow the implementation of the framework building blocks, which are objectives, measures, targets and initiatives in four perspectives, namely financial, customer, internal processes and learning and growth. Satara strategies also match in various degrees the BSC extension framework, the strategy map, with its sub categories of revenue growth, productivity strategy, customer value proposition, internal businesses strategic themes and learning and growth drivers. This allowed the construction of a corporate strategy map, which was presented to the organization. Because the BSC and the organization's improvements due to the framework implementation could not be tested during the time allocated to this research, recommendations were drawn in respect to how the organization's competitive advantage and its competitive strategies will deliver to shareholders vision through the implementation of the corporate BSC presented and further score cards development at different levels in the organization. Keywords: strategic management, competitive advantage, cooperative, kiwifruit, avocado, packhouse, coolstore, Balanced Scorecard and strategy map.
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    Opening the black box : how strategy practitioners develop their practices : a thesis presented in partial fulfilment of the requirements for the degree of Doctor of Philosophy at Massey University, Palmerston North, New Zealand
    (Massey University, 2016) McEwan, Roger John
    While strategic management has been the focus of much research since the 1960s, there have been comparatively few studies on strategy practitioners, the human actors responsible for the process. These actors are often reduced to a set of observable demographic variables such as education level, work tenure, or job description. Consequently there is limited knowledge regarding strategy practitioners and, in particular, little is known about how they develop their practices, the knowledge and skills they use when engaged in strategic management. To address this gap in knowledge, this study, conducted within the strategy-as-practice (SAP) perspective, interviewed strategy practitioners identified by their peers as effective strategy practitioners. The responsive interviewing technique employed opened the so called ‘black box’, the subjective views of individuals, and allowed participants to reflect and, importantly, provide their meaning of what significantly influenced their strategic management practice development. Eighteen interviews were conducted and the analysis of the rich, deep data collected allowed an understanding of practice development from a practitioner’s perspective to emerge. The study revealed that this group of strategy practitioners see strategic management in holistic terms with a focus on organisational outcomes and not in a traditional, normative view which privileges the creation of a strategy. This contribution was not, however, a primary research outcome but participants view of strategic management impacted significantly on how they view themselves as strategy practitioners, the purpose of strategic management and, vitally, the practices they believe are needed to be effective. Within this context, the study shows that participants develop their practices idiosyncratically and learning from practice, notable literature and being involved with a broad range of people, were valued significantly in their practice development. It was through this meaning that participants were able to relate important aspects of their own development. This study contributes an empirical study to the SAP perspective that goes well beyond simple demographics in understanding how strategy practitioners develop their practices. In regards to research, the selection of strategy practitioners without considering their historical development has been identified as an area that may be problematic, especially for studies seeking to understand how strategy is practised. Business school education was not identified as a direct, meaningful contributor to participants’ development. This observation raises the interesting, and unresolved, question of the actual relationship between business schools and practice. The participants’ idiosyncratic career paths contributes to the viewpoints of authors who question whether the strategic management field should, or could, attain the status of a profession such as law or medicine.
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    Strategic planning in territorial authorities : progress and prospects : a thesis presented in partial fulfilment of the requirements for the degree of Masters in Philosophy in Resource and Environmental Planning at Massey University
    (Massey University, 1999) Roesler, Michael
    Over recent years, territorial councils have had to adapt to changes in their operating environment. Many of these changes have been brought about by legislative requirements, namely the Local Government Amendment Act (1989) and the Resource Management Act (1991). Other pressures include the increasing demands from central government to adopt more market-driven philosophies and changing expectations of service provision from local communities. A small number of territorial authorities initiated strategic planning exercises in mid-1990. These exercises involved staff, councillors and local communities in what appeared to be relatively significant and distinctive processes, culminating in strategic documents. This research aims to establish whether these strategic planning exercises will he useful to TAs in their policy and decision-making processes. The research aim was influenced by a number of factors including: the lack of any substantial practical guidance and TA experience in strategic planning, the questionable nature of transferring private business sector experience to local government and the viability of private sector strategic planning in the institutional context of local government. The principal research methods used were grounded on an investigation of theory related to strategic planning, institutional context of local government, and the role of strategic planning. These aspects of theory were translated into a review of practice of three TAs. Assessments were made of TAs' institutional context, their approach to strategic planning, and their perceived role of strategic planning. These results provided the means for assessing the relationship between institutional context and the role of strategic planning. The research data was collected by conducting interviews with management staff and councillors and reviewing the strategic plans of four TAs The key research findings provide mixed messages in offering a conclusion to the research aim of establishing if strategic planning is useful to TAs in their decision-making. On one hand, strategic planning used in broad role can be an extremely useful process for improving the quality and implementation of policy decisions. However, to achieve benefits from a broader role of strategic planning, it must be accompanied by a particular institutional context. Adapting the institutional context to facilitate the use of strategic planning presents many challenges, but also highlights many old problems within local government. Strategic planning may simply provide a catalyst to find solutions to some of these old problems.