| This qualitative study explores a generative approach to strategy through the application of a capacity building perspective that views strategy as a fluid, deeply embedded capability for thinking and functioning strategically i.e., building strategic capacity (Ganz, 2000, 2005, 2009). To date very little exists in the literature concerning the construct of strategic capacity (Ganz, 2000, 2005, 2009). This exploration of strategic capacity enables new perspectives and new frames leading to new opportunities for strategizing.;This study extends current theory and develops new insights on strategic capacity by exploring the meaning of the construct of strategic capacity and developing a theory and supporting framework for building strategic capacity. In addition, this study utilizes an appreciative lens to further explore the potential for the application of an emergent framework, SOAR (Strengths, Opportunities, Aspirations, Results) (Stavros, Cooperrider, & Kelley, 2003) as a promising approach for building strategic capacity in organizations.;Grounded theory methodology was utilized in conjunction with thirty nine in-depth interviews with strategy and SOAR exemplars, along with published case stories, in order to gain a deep and comprehensive understanding of strategic capacity and the application of the SOAR framework. This study found that strategic capacity is a multi-dimensional, holistic, dynamic, and flexible system that allows an organization to achieve its vision and mission and reach its optimal potentiality. This multi-level capability, consciously and systematically developed over time, is supported by a high engagement strategic governance system which operates at the individual, cultural, systems, behavioral and process levels of the organization which governs many of the activities of building strategic capacity.;Strategic capacity functions as an umbrella for a set of metacapabilities that support it. These metacapabilities are: (1) relational generativity, (2) learning, (3) sensemanaging, (4) change capability, (5) combination capability, and finally, (6) the SOAR framework builds strategic capacity. The findings from this study strongly support and extend Stavros' (1998) Relational Framework of Capacity Building as well as strengthen the work of Ganz (2000, 2005, 2009) through the development of a theoretical foundation and framework for building strategic capacity. |
