Strategy Formation in a Horticultural Advocacy Context: The Case of New Zealand Kiwifruit Growers

Abstract

This thesis presents a case study research on strategy reformation at New Zealand Kiwifruit Growers Incorporated 2015-2016. The previous strategy of NZ Kiwifruit Growers had not changed since 2006 whilst the kiwifruit industry itself had grown and changed rapidly in the decade. The goal of the review included developing a strategic plan that lifted the performance of the organisation for the benefit of NZ kiwifruit growers. Literature on strategy formation, participatory research, and stakeholder theory, informed the methodology and research outcomes. The data was analysed by describing, classifying, and connecting data through the use of hierarchies, risk matrices, and a stakeholder model that led to the establishment of NZ Kiwifruit Growers strategic plan. Priorities for the organisation included increased monitoring of performance and enhanced communication. Targets were established to rectify a disconnection that was identified during the strategy formation process, between the organisations priorities and the strategic plan caused by ineffective teamwork. This thesis provides a framework for strategy formation that includes the stages of strategic analysis, strategic planning, implementation, and monitoring that can be applied by other industry - good organisations in the horticulture industry.