Accounting and Strategizing: The Role and Identity of the Strategic Actor. A Case Study from a Strategy-as-practice Perspective in the Private Equity Industry

Sammanfattning: In this thesis, we examine how, and by whom, accounting is used in the strategizing process. By drawing upon a single case study in a private equity context, we provide a more comprehensive view of the role of multiple strategic actors in the strategizing process. Building upon Whittington's strategy-as-practice theory, we find that strategizing occurs at all hierarchical levels. More specifically, we identify an important strategic role of ownership, which has largely been neglected in the accounting and strategizing literature. We find that one ownership model is not confined to one mode of controlling. Contrarily, we show how the case company transits from one mode to another. In parallel, we identify how the strategizing capability of middle- and front line managers increased. We argue that this is due to a shift in the perception of accounting. When accounting is enacted as a learning machine, managers get more discrepancy to propose and execute strategic initiatives. Lastly, we demonstrate that the sharing of similar strategy practices between different actors can help to overcome organizational tensions. In the case organization, we distinguish how a shared educational- and professional background facilitate collaboration.