The aim of this paper is to construct a framework that has the capacity to speak
to the strategy making process. The authors use an indicative case, that of a privatised
Regional Electricity Company CoastElectric, to illustrate our argument. The case
study is particularly illuminating in that within the space of a few years there
was a sharp volte-face in the strategy making by the organization. Broadly speaking,
this can be characterised first by a shift towards a market based, diversification
approach which, after a few years, was followed by a shift to a core capability approach.
In each case, senior managers could plausibly argue for the necessity of the strategy