Implementation of strategic management: an investigation of informal structures in a selected public sector in an African country.

Kadakure, Arthur

Implementation of strategic management: an investigation of informal structures in a selected public sector in an African country.

Author(s)

Kadakure, Arthur

Date Issued

2026

Type

doctoral thesis

Publisher

Cape Peninsula University of Technology

Abstract

This research employs systems theory as its foundational theoretical framework, integrating a comprehensive mixed-methods approach to elucidate the intricate interplay between strategic management and informal organisational structures. The inquiry focuses on the application of strategic management techniques in the public sector, using the Gweru Local Authority in Zimbabwe as a case study. Grounded in Iceberg Systems Theory, this study seeks to unveil the latent structures and patterns that underpin organisational dynamics. Data was meticulously gathered through semistructured interviews with key stakeholders, including local government representatives, staff members, and community leaders. The analysis yielded four principal findings: the pervasive influence of political factors on decision-making processes; the effectiveness of change management strategies; the essential role of stakeholder engagement in the successful implementation of initiatives; and the prevalence of psychological antecedents that significantly shape organisational behaviour. These results underscore the need to identify and address informal dynamics, as they play a crucial role in enhancing overall organisational performance and achieving strategic objectives. However, the research acknowledges a critical limitation: its narrow geographic focus, which may constrain the generalisability of its findings. Thus, it is recommended that subsequent studies transcend this localised context to incorporate diverse geographic settings. Such an exploration would facilitate comparative analyses that might reveal distinct dynamics and outcomes across varied contexts, thereby enriching our understanding of strategic management within the public sector. In essence, this study not only contributes to the existing body of knowledge but also provokes deeper philosophical inquiries into the nature of power, influence, and human behaviour in organisational settings. It invites scholars to reflect on the complexities inherent in public sector management and the subtle yet profound effects of informal structures on formal systems.

Additional information

Thesis (Doctor in Public Administration)--Cape Peninsula University of Technology, 2026

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