| dc.description.abstract | Purpose: This study aims to explore how managers navigate, in order to strategically
develop their workforce’s competence, in response to digitalisation.
Theory: The theoretical framework used to analyse the empirical findings is based on Teece
et als (1997) theory on dynamic capabilities and different strategy theories. The strategy
theories are connected to the traditional approach; with deliberate or emergent strategies
(Mintzberg et al, 2009), Strategy as Practice; analysing the strategies by looking at the
practitioners, practices and praxis (Whittington, 2006) and Wiltbank et als (2006) analysis of
uncertainty; clarifying how managers shape strategies when faced with uncertainty.
Method: The research question was explored through a single case study in the
manufacturing industry using a qualitative research design. Thus, seven informant interviews,
and 16 semi-structured in-depth interviews have been conducted, complemented by a review
of secondary documents. The data collected was coded and analysed through a grounded
theory approach and presented with consideration to Wolcott’s (1994) approach on
transforming qualitative data.
Result: The empirical findings show that the navigation is based on the context of the
business environment, the pace, level of input and challenges experienced in the business
areas. The strategizing is mainly done through reactive strategies. Though, some proactive
strategies are also identified. The future competence requirements anticipated by the
managers are both related to skills and the mindset of people. Meanwhile, a challenge
expressed is the limited level of support from HR or a strategic workforce planning process
taking consideration to the current dynamic and uncertain business environment. This creates
a need of a simple, easy to execute and adaptable process. | sv |
