
Realizing IT strategy processes in the public sector is a demanding task for top managers. Public
managers often initiate strategy processes in a directive manner due to presumed higher effectiveness,
better oversight, and for coordination reasons. However, as the strategy process continues,
they often realize that they have to adapt their management behavior and underlying practices by
integrating participative manners. Until now, research has paid far too little attention to how the
adaptation of managerial practices evolves, even though it is crucial for the success of strategic
change.
This study explores how and why top-down-oriented management behaviors change during
strategy processes in the public sector. By referring to work by the strategy-as-practice community
and applying a sensemaking lens, the study illustrates the importance of three bundles of
practices: identity-building, interpretive, and coping practices. The bundles of practices are central
for constructing ambiguity existing within the process environment in a manageable way and
encouraging top managers to allow for participation of organizational members. The resulting
process model illustrates the interplay of the three bundles of practices and their interaction
with ambiguity. While this study concentrates on a single case study in the Swiss public sector,
the results shed light on the important issue of the adaptation of managerial practices toward
participative behavior within strategy processes.