Thesis proposal guidelines

Strategy formation in former South
African firms' London headquarters
and in their South African operations
A research proposal submitted by
SxxxxCxxxxx
Student number: 1234567
Tel: 089 5555555
Student.wbs@hotmail.com
Proposed Supervisor:
Dr TxxxxMxxxxx
Wits BusinessSchool
2ndMarch 2011
Your title should be not more than 16
words, must include “South Africa”
and/or other relevant countries and
should not refer to the methodology
(eg A case study of . . .”).
Don’t start each word with a capital
letter – use ordinary sentence case
and only capitalise proper nouns.
Your proposal is the plan of your research.
You must NOT do any actual research, eg
interviews, before the panel.
The final Research Report resulting from this proposal was 116
pages long, including references and appendices, excluding the
beginning section – dedication, declaration, Table of Contents, etc
(see Research Report template at www.wbs.ac.za).
We prefer a maximum of 80 pages.

TABLE OF CONTENTS
LIST OF TABLES ............................................................................... III
LIST OF FIGURES .............................................................................. III
1 INTRODUCTION ......................................................................... 1
1.1 PURPOSE OF THE STUDY .................................................................................. 1
1.2 CONTEXT OF THE STUDY .................................................................................. 1
1.3 PROBLEM STATEMENT...................................................................................... 3
1.3.1 MAIN PROBLEM ......................................................................................................... 3
1.3.2 SUB PROBLEM 1 ....................................................................................................... 3
1.3.3 SUB PROBLEM 2 ....................................................................................................... 3
1.4 SIGNIFICANCE OF THE STUDY............................................................................ 3
1.5 DELIMITATIONS OF THE STUDY .......................................................................... 4
1.6 DEFINITION OF TERMS ...................................................................................... 5
1.7 ASSUMPTIONS ................................................................................................. 5
2 LITERATURE REVIEW .............................................................. 7
2.1 INTRODUCTION ................................................................................................ 7
2.2 BACKGROUND DISCUSSION............................................................................... 7
2.3 STRATEGY FORMATION IN MULTI NATIONAL ENTERPRISES ................................. 8
2.3.1 VISION, MISSION AND GOALS ..................................................................................... 8
2.3.1 THEORIES OF STRATEGY FORMATION REQUIREMENTS ................................................. 9
2.4 RELOCATION OF CORPORATE HEADQUARTERS AND STRATEGY FORMATION ..... 10
2.4.1 FUNCTION OF CORPORATE HEADQUARTERS ............................................................. 10
2.4.2 RELOCATION OF CORPORATE HEADQUARTERS ......................................................... 11
2.5 SOUTH AFRICAN STRATEGY FORMATION ......................................................... 12
2.6 CONCLUSION OF LITERATURE REVIEW ............................................................ 13
2.6.1 RESEARCH QUESTION: ............................................................................................ 13
2.6.2 RESEARCH SUB-QUESTIONS: ................................................................................... 13
3 RESEARCH METHODOLOGY ................................................ 14
3.1 RESEARCH METHODOLOGY ............................................................................ 14
3.2 RESEARCH DESIGN ....................................................................................... 15
3.3 POPULATION AND SAMPLE .............................................................................. 15
3.3.1 POPULATION .......................................................................................................... 15
3.3.2 SAMPLE AND SAMPLING METHOD .............................................................................. 15
3.4 THE RESEARCH INSTRUMENT .......................................................................... 16
i

3.5 PROCEDURE FOR DATA COLLECTION ............................................................... 17
3.6 DATA ANALYSIS AND INTERPRETATION............................................................. 17
3.7 LIMITATIONS OF THE STUDY ............................................................................ 18
3.8 VALIDITY AND RELIABILITY .............................................................................. 18
3.8.1 EXTERNAL VALIDITY ................................................................................................ 18
3.8.2 INTERNAL VALIDITY ................................................................................................. 18
3.8.3 RELIABILITY ............................................................................................................ 19
4 RESEARCH PLANNING .......................................................... 20
4.1 TIME-TABLE ................................................................................................... 20
4.2 CONSISTENCY MATRIX ................................................................................... 21
REFERENCES ................................................................................... 22
APPENDIX A ..................................................................................... 27
ACTUAL RESEARCH INSTRUMENT .............................................................................. 28
ii

LIST OF TABLES
Table 1: Companies who relocated their HQs to London ............................. 115
Table 2: List of respondents ............................................................................ 156
Table 3: Time-plan for completion of research report by 26th June 2009 ...... 20
Table 4: Consistency matrix ............................................................................. 211
LIST OF FIGURES
Figure 1: The Strategy-Making, Strategy Executing Process (Thompsonet al
2008) ........................................................................................................................ 4
iii

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1 INTRODUCTION
1.1 Purpose of the study
The template has been set up with
the correct margins, line spacing,
etc. – please don’t change them!
The purpose of this study is to evaluate if strategy formation in firms formerly head
quartered in South Africadiffers to that of their Headquarters,which have relocated
to London. The report will establish whether these firms maintain the same
strategy formation processes and structures in both the London Headquarters
(HQ) and the corporate South Africanlocation.
1.2 Context of the study
Starting with the purpose orientates the
reader immediately; they will know what to
expect – this is especially useful for
examiners.
The period directly after the 1994 South African elections presented sizeable
opportunities for South Africa’s largest companies (Klein and Wöcke 2007). Firms,
which had been subjected to financial controls by the South African Reserve Bank
and macroeconomic policy, were in a position to transform their financial
prospects with global expansion(Klein andWöcke 2007). High inflation, a weak
Rand and foreign exchange restrictions prevented South African firms from
competing on a global plane (Klein andWöcke 2007). Across the globe, industries
were growing through international acquisition and consolidating their corporate
positions whilst South African firms were left marginalised. In a bid to gain access
to the global capital required for international expansion, firms such as Anglo
American and South African Breweries held ambitions to list on the major Stock
Exchanges of the world (Crotty 2007). These included the London, New York and
the Tokyo Stock Exchanges.
OOPS! A few too many references
from the same source all together.
Rather reference the first statement,
then link subsequent statements to
it, eg “the authors go on to state that
. . .”
In order to list in these overseas markets, the South African firm would need to
transfer their headquarters to the respective market, under the rules of the
countries’ Stock Exchanges (Pagono, Roell and Zechner 2002). London was a
favoured destination, due to historical links and common business practices as a
former member of the British Empire(Crotty 2007). The political and economic
The first time a reference is
mentioned, all authors are named –
the second and subsequent times,
use the first author’s surname et al
followed by the year

Use a plain, readable font such
as Arial or Times New Roman
ramifications of such a move were clear to all parties. Transfer of a firm to London
would be construed as a betrayal of South Africa at a time when the nation wished
to be seen internationally as secure and prosperous in the post Apartheid era
(Crotty 2007).
Due to the gravity of such a corporate decision, any firm wishing to transfer
location abroad had to gain permission from the highest levels of government
(Klein andWöcke 2007). Anglo American, South African Breweries and Old Mutual
listed on the London Stock Exchange by the close of 1999 (Birkinshawet al 2006).
This apparent exodus struck at the heart of the South African business
community. As stated by a SociètéGenerale analyst on the day of the Anglo
American’s announcement “Anglo almost is South Africa” (O’Loughlin 1998). The
largest South African businesses were seen exiting the nation, questioning their
very status as South African firms.
The above firms remain firmly rooted within the South African business
community, as they dual list on the Johannesburg Stock Exchange and maintain
considerable assets in the country (Deputy President’s office 1996). Birkinshaw,
Braunerhjelm and Holm (2006) assert the “home” of the multinational enterprise
moves with its headquarters. It can then be deduced Anglo American, Investec,
Old Mutual and SAB Miller have relocated their home of operation from South
Africa to London.However, Zaheer(1995) notes a relocated function will adopt the
practices of its host market through an “isomorphic process” (Zaheer 1995). In the
light of these conflicting positions, to what extent do South African business
practices remains within their organisations. An analysis of the corporate strategy
formationprocess in these four multi-national enterprises will aim to disclose the
similarities and differences of process from the South African operations to the
London headquarters.
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OOPS! When giving a direct quote, always
include the page number in the reference,
eg (O’Loughlin 1998: 45) where 45 is the
page number
A logical conclusion is
drawn, based on
published facts, not
unsupported opinion
Include alternative views and discuss different
perspectives to show you are being objective.
Note: “However,” ALWAYS has a comma after it!

The Problem statement should fully encompass your research. Both
problem and sub-problems should begin with a verb. The Sub-problems
should add up to the main problem and not introduce any new concepts,
nor leave any out. It is not compulsory to have sub-problems.
Sub-problems are NOT steps in the process of what you will do, but each
is a concept that can stand on its own. The sub-problems here ARE
steps, so, in this case, the panel recommended the sub-problems be
removed and only the Problem statement was in the Research Report.
This type of statement is usually inaccurate and a bit of a
cop-out! Very very unlikely that there is “no research” –
you just may not have found it! Only use “significant” when
you mean it statistically and give a p-value. If you are
going to be sweeping, make sure it is true.
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1.3 Problem statement
1.3.1 Main problem
Analyse the process of strategy formation of international firms, formerly
headquartered in South Africa, now relocated to London, UK and contrast with the
corporate South African operation.
1.3.2 Sub problem 1
The first sub-problem is to examine the strategy formation within the London
headquarters of the former South African international firms
1.3.3 Sub problem 2
The second sub-problem is to compare and contrast the strategy formation of
South African operations of the international firms with the London headquarters’
strategy formation
1.4 Significance of the study
The study fills a gap in that there is currently no significant research addressing
the relocation of South African HQs and the resultant impact on strategy
formation. There have been no previous occurrences of four substantial
multinational corporations relocating from a single market to a single city
(Birkinshawet al2006). This phenomenon also requires attention as it represents a
trend of multi-national enterprises from developing markets relocating their
headquarters to a developed market (Birkinshawet al 2006).
Whenever you say something like “many
studies show ...”, always give several
references immediately afterwards
There are numerous studies of business units and functions moving offshore in
the pursuit of cost reductions for the corporate centre or additional international
sales (Porter 1990;Malnight 1995; Ghemawat 2005), however, a limited number of
studies approach HQ relocation. Fewer still use a qualitative approach to extract
Point out the gap in existing research that YOUR
research will aim to address – NEVER say “no
research has been done” – there’s always something!

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Phase 1 and Phase 2 encompass the vision, mission and goal setting process on
a broad, corporate level (Thompson et al 2008). The detailed data of specific
business units’ sales targets, growth targets or share of market will not be
discussed.
The study will not adopt a longitudinal approach. The current strategy process
observed will be the subject of study in the HQ and South African corporate office.
The study will not address South African firms who relocated their headquarters to
cities other than London.
- 5 -
1.6 Definition of terms
These three paragraphs are great
delimitations. They tell us the
scope of the research – what it will
include AND what it will not include
• Strategy – management action plan for running the business and
conducting operations (Thompsonet al 2008).
• Headquarters or Corporate Centre – Collective corporate office responsible
for the company wide operations of the firm (Chandler 1991).
• Multi National Enterprise (MNE) or Multi National Corporation (MNC) – Firm
with business operations and functions based in more than one sovereign
nation (Birkinshawet al 2006).
Include abbreviations here as well, and reference
definitions where appropriate.
Always write the name of the abbreviation out in
full the first time, followed immediately by the
abbreviation in brackets. After that you can use
the abbreviation only. Do this here as well as on
the first usage in the text.
• Dual Listing– Financial mechanism of selling company shares in two stock
exchanges, usually in different countries(Pagano et al 2002).
1.7 Assumptions
The following assumptions have been made regarding the study:
a. The sample will have the required information, and be willing to share it, on
the strategy formation process due to their seniority in the organisation
b. If a respondent does not wish to disclose certain strategy formation
information, they will inform the interviewer that this is the case

These are general assumptions that apply to most research. You may have
some additional ones specific to your own study.
It is likely that you will only think of some of your assumptions when you have
done quite a lot of work – it is OK to add these new ones in when they occur to
you.
Only make assumptions that you can justify and the likelihood that they are
correct.
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When stating that a concept has been
studied widely, ALWAYS put at least three
references immediately after the statement.
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2 LITERATURE REVIEW
2.1 Introduction
The Literature Review should address each
sub-problem in turn and critically evaluate what
has already been published in relation to each
sub-problem.
The introduction lays out the flow of each
section and helps the reader to move from one
sub-section to the next.
This section contains a literature review on the key themes of relevance to the
study. The first area is corporate strategy formation, including its key components
and current issues relating to MNCs. The second area is headquarter relocation
and how this affects strategy formation. The section concludes with an overview of
the key learnings.
2.2 Background discussion
Strategy has been discussed widely in the business press and academic
literature. Corporate executives have been keen to understand the necessary
steps to devising winning competitive strategies for their organisations (Porter
1979; Mintzberg 1994;Hamal and Prahalad 1996). Competing successfully in
continually evolving industries has elevated strategy to a central pursuit for top
management (Porter 1990;Mintzberg 1994). A range of tactics have been
employed in a bid to build capabilities, creating core competencies towards
developing a sustainable competitive advantage over global competition.
Regional strategies have become increasingly important as firms internationalise
Refer to citations in logical date order.
in a bid to cut costs and benefit from economies NEVER have of scale an author with from larger an manufacturing
earlier time
output (Ghemawat 2001, 2003). The relocation “agreeing with” of business a more recent units author.
and functions
has been a common tactic to meet strategic goals, however, few have taken the
next step and moved their entire corporate headquarters in the pursuit of
competitive gains (Birkinshawet al 2006). South Africa has experienced a unique
phenomenon of concerted HQ relocation at the end of the 1990’s, which the
literature has failed to assess to a great degree. The literature was limited in this
specific area of how strategy formation, in its early phases, would differ in
relocated HQs from original home markets. However, some key theoretical
assertions can be applied from a review of the literature.

2.3 Strategy Formation in Multi National Enterprises
The definition of strategy has evolved over the last 30 years. An early definition
states strategy as “the match an organisation makes between its internal
resources and skills and the opportunities and risks created by its external
environment” (Hofer and Schandel 1978). Strategy planning had been seen as a
formal quantitative process (Ansoff 1965;Lornge and Vancil 1976; Porter 1980).
Frameworks presented by Michael Porter promoted strategic planning as an
analytical process, reviewing the internal and external forces of an industry using
his famous Five Forces framework (Porter 1980). The pursuit of industry data and
market overviews diverted attention from other crucial elements of strategy
formation.
Discuss and define your key concepts here, at the
beginning of the literature review rather than in the
Definitions section. You should describe a number of
different views and definitions and can draw conclusions
about their validity based on the actual papers.
Tell the reader what definition YOU will be using in this
study and why. It may be one you have described or
your own composite of those cited.
2.3.1 Vision, Mission and Goals
Referring to Figure 1, strategy formation begins in Phase 1 with the distinct
components of vision and mission,followed by Phase 2, goals (objectives)
(Thompsonet al 2008). The strategic thinking of key team members combines the
goals and vision to create the third Phase of the Strategy Making, Strategy
Executing Process, crafting a strategy to achieve the objectives and vision.
This process can be incremental, reliant upon formal planning, or adaptive,
emerging from within the organisation through the ‘trial and error’ activities of
managers (Thompson and Martin 2005). Once the strategy has been formalised, it
must be implemented effectively to make a valid contribution to the organisation
(Phase 4). The delivery of a successful strategy requires a continuous monitoring
and evaluation of its performance, to enable adjustments to be made in a timely
fashion (Thompson and Martin 2005). Phase 5 is an essential element of this
strategy cycle as it enables implementation to keep pace with a changing
business environment and adjust the assumptions made throughout the preceding
Phases. The results of monitoring and evaluation feedback into Phase 1 of the
cycle, presenting strategy as a dynamic process, rather than a static annual event
(Thompson et al 2008).
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OOPS! Page numbers
should always be given
for direct quotes.
For ease of reading, always refer
to Figures in the text when it is
necessary to refer to them

Vision is a clear image of the future success of the company, and acts as a guide
to focus all strategic activity towards (Collins and Porras 1996). The vision
engenders commitment from all levels of the organisation and aligns effort
towards a single destination (Quigley 1994). Mission or mission statement
provides the organisation with a summation of their present business purpose
(Thompsonet al2008). These strategic elements are underpinned by the core
values of the company, what it represents and believes as an organisation (Collins
and Porras 1996). Goals, or objectives, are the specific milestones the company
must reach in order to meet its strategic vision. These are often short term annual
goals, however, ambitious businesses have Big Hairy Audacious Goal (BHAGS),
which demand extraordinary effort to reach (Collins andPorras 1996).
2.3.1 Theories of Strategy Formation requirements
Other academics have contested Porter’s analyticalprocess theory, describing
Porter’s approach as “strategic programming” not strategic planning (Stalk et al
1992; Mintzberg 1994;Hamel &Prahalad 1996; Collins and Porras 1996). They
view strategy formation as a more dynamic process, which requires an intimate
knowledge of the core competencies of the organisation (Stalket al 1992). This
knowledge then leads to determined strategies which exploit these unique
competencies to provide superior value to customers (Hamel and Prahalad 1996).
Successful firms require an obsession to reach their vision, named “strategic
intent” (Hamel &Prahalad 1996: 150).
The resources necessary to reach visionary targets are not accumulated quickly.
Resource-led strategy has been credited for explaining why certain companies are
able to succeed whilst others fail within the same business environment
(Thompson and Martin 2005). The work of Hamel and Prahalad, on core
competencies, directly explains how firms must garner the competitive advantage
from their resources to add value for consumers. The pursuit of suitable resources
to generate added value is an integral part of a resource-led strategy (Hamel and
Prahalad 1996). The long term commitment required will involve a “resource-based
approach” (Grant 1991: 114), needing capital investment, skills acquisition
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A reference at the end
of a paragraph refers
ONLY to the
immediately preceding
sentence, not the whole
paragraph. These
paragraphs are quite
well integrated and it is
clear who said what
As a rule of thumb, there should be at
least one reference in each paragraph,
especially in the Context and Literature
Review, and to a certain extent in the
Methodology sections

as well as a continuous focus on profitability. Close attention on the resources and
capabilities of a firm will elicit the superior profits and greater customer
satisfaction. Grant states a firm should “define business on what it is capable of
doing rather than the needs it can satisfy (Grant 1991: p117).
Mintzberg(1987) also views strategy formation as a dynamic and creative process.
His term “crafting strategy” refers to an intuitive property, which uses strategic
thinking to “sense” the next course of action.Strategies can emerge from
anywhere within the organisation, utilizing all information on the discontinuities
emerging in the market. The organisational culture must encourage new ideas to
reach top management to be considered (Mintzberg 1987).
Make sure your full-stops
are always
AFTER the reference.
Hamal and Prahalad (1996) take Minzberg a single stage further and propose
discontinuities in the present must not be the focus. The future markets must be
where strategist must hold their focus (Hamel and Prahalad 1996).
“The essence of strategy lies in creating tomorrow’s competitive
advantage faster than competitor’s mimic the ones you possess
today” (Hamel and Prahalad 1996: 155)
Firms must be able to make strategic decisions today which will bear fruit in the
future. Resources and capabilities are to be integrated towards the companies
shared vision to ensure ambitious targets can be achieved (Grant 1991; Stalket al
1992;Hamel &Prahalad 1996).
2.4 Relocation of Corporate Headquarters and Strategy
Formation
2.4.1 Function of Corporate Headquarters
Executives within HQ of multinational corporations perform two closely related
functions (Chandler 1991):
- 10 -
Correct referencing of a direct
quote – with page number. Long
quotes are indented on both sides
like this one.
Don’t over-use direct quotes (=
laziness), just use them to
illustrate points made.

• Administrativeinvolves monitoring the performance of subunits and
divisions of the business, assessing how resources are utilised. This
function also includes financial control
• Entrepreneurialdetermines strategies which deliver the organisations long
term skills, capital and resource allocation in pursuit of corporate strategic
goals
The impact on the administrative and entrepreneurial functions on the wider
business is wholly dependent on the role which the HQ (or corporate centre)
chose to perform (Gooldet al2001). Gooldet al (2001) propose three
organisational roles for any given HQ: minimum parent role (basic legal and
governance activities); Value added parent role (developing core competencies
across the business); Shared services (low value activities such as payroll,
administration, human resources, from a central distribution point) (Gooldet
al2001). Authors agree a corporate HQ must contribute value to its subunits to
ensure a subordinate business greater profitability by remaining within the multi-national
When you are summarising, condensing, integrating,
analysing and interpreting published papers, ALWAYS
paraphrase as you do so – ie use your own words to
describe the points made by the authors.
Do NOT copy and paste with the intention of coming back
to it later – you will miss some out and could be expelled
for plagiarism. Always give credit to others’ work.
corporation (Chandler 1991; Gooldet al 2001;Birkinshawet al 2006). The
degree of HQ intervention in overseas units is not dependent on industry or
product market. The choice of role is a strategic management decision, aimed at
managing the profitability of the MNC (Chandler 1991;Baaijet al 2004).
2.4.2 Relocation of Corporate Headquarters
The literature on corporate HQ is limited in comparison to studies on the
relocation of business units. That which is available follows similar theories and
conclusions. It is accepted by authors the decision to relocate a corporate
headquarters requires considerable strategic determination and resolve (Baaijet al
2004). Issues of cost, legacy and the liability of foreignness all have to be factored
into the decision (Zaheer 1995; Baaijet al 2004). The literature points to resource
based theory as the key determinant in firms deciding to relocate, within a nation
and cross border (Zaheer 1995; Rugman and Verberke 2004;Baaiet al
2004;Birkinshawet al 2006).Whereas business units will ‘offshore’ activities to gain
cost advantages due to internal processes, HQ’s relocate to address issues from
- 11 -

external stakeholders (Birkinshawet al2006). Country specific determinants can
make a home market less attractive and other nations more attractive as a HQ
location (Porter 1990;Baaijet al 2004).
The literature presented multiple reasons for HQ relocation to other nations. The
primary reason noted is the pursuit of capital in primary capital markets, such as
London and New York. HQ relocation was noted as a requirement for listing on
the FTSE in London or NYSE in New York (Paganoet al 2002). Global visibility to
global stakeholders, proximity to specialist service providers and enhanced
corporate governance are widely cited as key HQ relocation determinants (Enright
2000;Pagano et al 2002; Baaijet al 2004;Birkinshawet al 2006).Birkinshawet al
proposed a more implicit concept, stating a firms HQ relocation is to demonstrate
their position as a global player operating at higher global standards. The
destination is less important than the action of moving itself (Birkinshawet al
2006). The new dispensation in South Africa contributed heavily to a fall in
attractiveness for the nation as a HQ location for Anglo American and SAB Miller,
fearing negative perceptions of South Africa’s regulatory regime under ANC rule
(Birkinshawet al 2006). Relocation demonstrates a detachment from the norms
and rules of the home market and a signal to the markets of a ‘new chapter’ for
the company (Malnight 1995; Birkinshawet al 2006).
Integrate the findings of several authors when discussing a
specific concept – do NOT simply summarise each author
in turn. If you start each paragraph with “Author X says . . .”
you are guilty of this error.
2.5 South African Strategy formation
The current academic literature has no studies of strategy formation process
within South African operations. Limited writings on a South African philosophy to
managementexist, however, this fails to examine the strategy formation process to
any degree. Early literature, pre-1994, have no relevance to a current analysis of
strategy formation in today’s South Africa.
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2.6 Conclusion of Literature Review
The literature review reveals strategy formation remains central to the business
fortunes of MNCs. The pursuit of competitive advantage and capabilities within a
global economy ensures firms must engage in long term strategic moves to
compete. The relocation of HQs has been a vital tactic to firms aiming to assert
themselves as global players and command capital for global expansion. The
relationship between strategy formation of previous ‘home’ operations and
relocated HQs remain unclear. Whether strategy formation practices change to
mimic the new home of the corporate seat or retain their previous configuration
has not been conclusively resolved in the literature.
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2.6.1 Research Question1:
Of the companies which relocated their HQs to London, is the South African
corporate operations’ strategy formation process consistent with itsHQ?
What are the common activities and process of strategy formation in relocated
HQs in London and their corporate South African operations?
What are the differences in activities and process of strategy formation in
relocated HQs in London and their corporate South African operations?
Research Question 1 is poorly phrased as it has a yes / no answer.
By agreement at the panel, this was changed to:
“Of the companies which relocated to London, to what degree and how are the South
African corporate operations’ strategy formation processes consistent with their HQ?”
which requires a much more detailed and appropriate finding to emerge.

This section must also be referenced, but do not
just present a summary of a text book; describe
the theory, and then describe how YOUR research
is going to use the theory to be conducted
properly.
This Proposal does this very well.
3 RESEARCH METHODOLOGY
This section outlines the methodology used to conduct this research. Firstly, the
literature around qualitative research will be discussed, followed by a review of the
research design and research instrument to be used. Issues of data collection and
analysis in relation to this study will be provided, followed by a discussion on the
validity and reliability of this study.
- 14 -
3.1 Research methodology
Write in the future tense for the
Proposal, but change to the past
tense for the Report
OOPS! The direct
quote should have a
page number in the
reference
This study will use a qualitative methodology in order to gather the most
appropriate data to answer the research questions. Qualitative methodology has
been defined as a methodology which “allows the researcher to ‘get close to the
data’ thereby developing the analytical, conceptual and categorical components of
explanation from the data itself” (Filstead 1971). Due to the conceptual nature of
the subject area, this research method is best suited to gathering the data
required. The technique is “less structured” (Walker 1985), enabling the inquiry to
evolve as the data collection progresses. Discussion of strategy formation
requires a methodology which allows respondents to describe feelings, as well as
activities. Qualitative approach is best suited to this endeavour.
Old references should be
supported by more
recent ones, especially if
one wants to be at the
“cutting edge”
The data will be collected in a series of In-depth interviews with each respondent,
lasting 60 to 90 minutes. In-depth interviews will enable the informant to relate
experiences and attitudes to the researcher in their own words (Walker 1985).
Although open-ended questions will be used, the interviews will be semi-structured
to ensure the necessary data is collected (Creswell 2003).
The assumption ofhonesty and candour fromthe respondents will be taken within
this study.
Provide a clear link between what YOU are actually going to do, and
how this matches or does not match what SHOULD be done (from
the literature referenced). If there are any differences, justify them
and explain how they could affect the validity of your research.

- 15 -
3.2 Research Design
The research design will be in the form of a simple interpretive study (Creswell
2003). This format is the most efficient means ofcollecting emotional as well as
factual information. The advantages are the familiarity of respondents to an
interview structure, the ability to discuss complex issues and its adaptive
characteristics (Walker 1985). The disadvantages are the impact of the researcher
on the process,confidentiality concerns of respondents and the possibility of
differing interpretations of questions (Carmichael 2009).
3.3 Population and sample
3.3.1 Population
Don’t reference lecture notes!
This reference is not in the
reference list – every
reference in the text must be
in the reference list and vice
versa.
The population is the strategic planning teamsof firms who have relocated their
HQ to London. The companies selected are listed in Table 1.
Table 1: Companies who relocated their HQs to London
Keep any shading
light for legibility –
this is too dark.
COMPANY INDUSTRY HQ RELOCATION
Anglo Americanplc Mining May 1999
Investecplc Financial Services July 2002
Old Mutualplc Insurance and Banking
group
July 1999
SAB Millerplc Breweries March 1999
3.3.2 Sample and sampling method
The Seniorteam members (Directors or Senior Managers) were selected from
each company for their knowledge and experience of strategy formation.
Interviews were requested by telephone and email to the respondents selected. If
named individuals are unavailable in the interview period, a suitably experienced
alternate respondent will be requested. It is anticipated the required number of

If you have Tables and they flow
onto the next page, make sure that
your headings automatically repeat
on the next page.
respondents will be found in each company due to the limited time required of
them.
Table 2: Proposedrespondents
Company Location Min. Nos. to
be sampled
- 16 -
Proposed Respondents
Anglo American plc London 2 Heike Troul – Group
Strategy Officer
Anglo American Ltd Johannesburg 2 KuseniDlamini – CEO
Godfrey Gomwe - Director
Investec plc London 2 Allen Zimbler - Director
Investec Ltd Johannesburg 2 Les Penfold - Director
Andy Leith – Director
DON’T name your respondents.
We need to assure anonymity as
well as confidentiality. You will
need to provide this assurance to
meet the Ethics requirement of
research.
Old Mutual plc London 2 Julian Roberts – CEO
Old Mutual SA Ltd Johannesburg 2 Bob Head – Reg’l Director
ShahleshDevchand –
Strategy Manager
SAB Miller plc London 2 BadriNarasimhan
Gail Lumsden – Head of
Strategy and Planning
SAB Miller Africa
Ltd
Johannesburg 2 Norman Adami – MD
Mark Bowman – MD
TOTAL 16
3.4 The research instrument
The semi-structured interview will follow the interview schedule provided in the
Appendix A. The questions have been derived from the literature review
conclusion and findings. Interviews will provide the best opportunity for
Always give each Appendix a
reference, eg Appendix A. Refer to
them sequentially in the text – ie
refer to Appendix A before referring
to Appendix B.

respondents to share information in a comfortable and familiar manner (Creswell
2003). The advantages of the semi-structured interview allow for an adaptive
quality and the researcher to explore interesting insights should they arise. The
disadvantage is there may be concerns regarding confidentiality by respondents
and a reluctance to share sensitive opinions regarding corporate procedure.
3.5 Procedure for data collection
The interviews will be pre-arranged interviews with Senior Strategy team
members in each city. If executives are visiting Johannesburg, interviews will be
sought whilst in South Africa. Interviews will take place at their respective
corporate office. This will assist in preserving the business environment and
maintain the language of business. The location also presents an opportunity to
observe the working environment of the respondent. Interviews will be recorded,
as well as hand written notes taken. Observations on the physical surroundings of
the office will be noted, including office layout, atmosphere and any staff
interactions. Data will be collected on the body language and gestures of
respondent.
3.6 Data analysis and interpretation
The data analysis procedure will follow the data management system prescribed
by Miles and Huberman (1984). This comprises of three linked sub-processes:
data reduction, data display, conclusion drawing/verification(Miles and Huberman
1984). During data reduction, the transcripts from recorded interviews will be
condensed into data summaries for analysis. A code book and colour coding will
be used to identify key terms and themes presented across all interviews
(Neuendorf 2002). Any specific differences and inconsistencies will also be
highlighted at this stage. A descriptive content analysis method will be applied to
extract themes and contradictions within the data (Neuendorf 2002). The reduced
set of data will then be displayed using text-based matrices to assist in
interpretation (Miles and Huberman 1984).Conclusion and drawing meaning from
the data will involve compare/contrast analysis, as well as the noting of patterns
- 17 -

and trends. The researcher will seek verification of these conclusions by re-contacting
a selection of respondents. Triangulation with alternative data sources
(further interviews, press articles, internal documents) will also provide verification
of key findings in the study (Miles and Huberman 1984).
Limitations relate ONLY to your methodology
– describe the limitations of your research
and what the implications are.
NO Text-book summaries!!
Describe validity and reliability as the concepts relate to
YOUR research - how your own work is valid or not, how
you will address any concerns about validity or reliability.
This was done well here. Add any cautions relating to
generalisability (if relevant) should there be concerns.
It does not matter if your research is not 100% valid /
reliable, as long as you point it out as limitations
Qualitative research is not intended to be
generalisable
OOPS! Use South African
English, not American, as your
writing language (“s” not “z”).
- 18 -
3.7 Limitations of the study
The study is reliant upon the availability of a small sample of individuals. Although
agreement to contribute may be achieved, interview cancellations are a distinct
possibility. Every effort will be necessary to ensure respondents honour their
agreement. The lack of quantitative findings is a limitation to those who wish to
assess strategy formation in a numeric framework.
3.8 Validity and reliability
3.8.1 External validity
Validity can be defined as “the extent to which an empirical measure adequately
reflects what humans agree on as the real meaning of a concept (Neuedorf 2002,
p12). In asking the question “are we really measuring what we want to measure?”
this study meets the condition for validity. External validity relates to the
“generalizability” of learnings to groups other than the population researched
(Neuedorf 2002). The study will be relevant for other South African firms
investigating relocating their HQ to London. Students of strategy formation within
MNCs in UK and South Africa will also find the results insightful. Other developing
markets with large MNCs contemplating relocating to western markets will derive
value from the study.
3.8.2 Internal validity
Internal validity ensures the data collection process is uniform throughout. This
study will ensure internal validity by replicating the interview structure with each
interview. The adaptive nature of the research will draw differing supplementary

questions, however, the researcher will ensure internal validity is not
compromised. Multiple contacts at each firm will contribute to internal validity.
Triangulation with Annual reports, press articles additional sources will further
support the internal validity of the study (Golafshani 2003).
- 19 -
3.8.3 Reliability
Reliability is the extent to which results are consistent and yield the same results
on repeated trials (Neuendorf 2002). The context of qualitative research requires a
more refined exposition of reliability. Terms such as ‘rigour’, ‘trustworthiness’ and
‘defensibility’ may better describe the pursuit of reliability in qualitative studies
(Golafshani 2003). Reliability will be assured with an accurate research instrument
tested on a trial respondent prior to the interviewees at the four companies
selected. Refinements and clarifications will be made to elicit appropriate data
from the respondents.
The Research methodology chapter was fleshed out after the panel with
more detail and referencing added to most sections.
In addition, a profile of each organisation (the case sites) was given. The
description of each organisation gives the reader a context, an overall
“picture” and should be focused on issues relating to the study, eg strategy
formation.

RE
ESEARC
3.9
T
Time-t
Table 3: Ti
H PLAN
able
NNING
or completion of research report by 26th June 2009
me-plan fo

- 21 -
3.10 Consistency matrix
Table 4: Consistency matrix
Research problem: Analyse the process of strategy formation of international firms, formerly headquartered in South Africa, now
relocated to London, UK and contrast with the corporate South African operation.
Sub-problem Literature Review Research questions Source of data Type of
data
Analysis
Examine the
strategy formation
within the London
headquarters of
the former South
African
international firms
Baaij, Van Den Bosch and
Volberda(2004)
Goold, Pettifer and Young (2001)
Hamal and Prahalad (1996)
Porter (1985)
Thompson and Martin (2005)
Of the companies which
relocated their HQs to London, is
the South African corporate
operations’ strategy formation
process consistent with its HQ?
Respondents in semi-structuredinterviews
Company documents
(annual reports, brochures)
Press articles
Qualitative
data
Data Reduction
Data Display
Conclusion
Drawing/Verification
(Miles and
Huberman 1984)
Compare and
contrast the
strategy formation
of South African
operations of the
international firms
with the London
headquarters’
strategy formation
Birkinshaw, Braunerhjelm and
Holm (2006)
Rugman and Verberke (2004)
Zaheer (1995)
•What are the common activities
and process of strategy formation
in relocated HQs in London and
their corporate South African
operations?
•What are the differences in
activities and process of strategy
formation in relocated HQs in
London and their corporate South
African operations?
Full interview data
Company documents
(annual reports, brochures)
Press articles
Qualitative
data
Data Reduction
Data Display
Conclusion
Drawing/Verification
(Miles and
Huberman 1984)

For both in-text referencing, and the reference list at the end,
the APA 6th style should be followed. This is a standard style
in Endnote; select it from within EndNote and also in Word.
If you use EndNote referencing software, your referencing
will automatically be correct, except in the few cases where
a reference does not download correctly or completely –
these can easily be fixed manually.
EndNote is good, but IS NOT a magic wand – always check
that all the information (eg both Vol and Issue numbers, both
starting and ending page numbers) is present.
EndNote was not used here, so you may spot a few errors!
- 22 -
REFERENCES
Baaij, M., Van Den Bosch, F. and Volberda, H. (2004) The International Relocation of
Corporate Centres: Are Corporate Centres Sticky?,European Management Journal,
22(2), p. 141-149.
Birkinshaw, J., Braunerhjelm, P., Holm, U. and Terjesen, S. (2006) Why do some
multinational corporations relocate their headquarters overseas?,Strategic Management
Journal, 27(7), p. 681-700.
Birkinshaw, J., Toulan, O. and Arnold, D. (2001) Global Account Management in
Multinational Corporations: Theory and Evidence, Journal of International Business
Studies, 32(2), pp. 231.
Chabane, N., Roberts, S. and Goldstein, A. (2006) The changing face and strategies of
big business in South Africa: more than a decade of political democracy, Ind Corp
Change, 15(3), p. 549-577.
Chandler Jr, A. D. (1991) The Functions of the HQ Unit in the Multibusiness Firm,
Strategic Management Journal, 12, p. 31-50.
Collins, J. C. and Porras, J. I. (1996) Building Your Company's Vision, Harvard Business
Review, 74(5), p. 65-77.
Collis, D. J. and Montgomery, C. A. (1998) Creating Corporate Advantage, Harvard
Business Review, 76(3), p. 70-83.
Creswell, J. W. (2003) Research Design: Qualitative, Quantitative and Mixed Methods
Approaches, 2nd ed., Sage Publications, London.
Crotty, A. (2007) SABMiller's London Listing still good for SA, Business Report, 5
November 2007.
Denzin, N. K. and Lincoln, Y. S. (1994) Handbook of Qualitative Research, Sage
Publications Ltd, London.

Doz, Y. (1981) Headquarters influence and strategic control in MNCs, Sloan
Management Review, 23(1), pp. 15.
End of an era as Gencor winds up, (2006) Business Report, 21 April 2006.
Enright, M. J. (2000) Regional Clusters and Multinational Enterprises, International
Studies of Management & Organization, 30(2), pp. 114.
Filstead, W. J. (1971) Qualitative Methodology: Firsthand involvement with the social
world, Markham Publishing Company, Chicago.
Ghemawat, P. (2001) Distance Still Matters: The Hard reality of Global Expansion,
Harvard Business Review, 79(8), p. 137-140, 142-137, 162.
Ghemawat, P. (2003) Semiglobalization and international business strategy, Journal of
International Business Studies, 34, p. 138-152.
Ghemawat, P. (2005) Regional Strategies for Global Leadership, Harvard Business
Review, 83(12), p. 98-108.
Ghemawat, P. (2007) Managing differences: the central challenge of global strategy. ,
Harvard Business. Review, ,83(3), p. 58-68, 140-144.
Gluck, F. W., Kaufman, S. P. and Walleck, A. S. (1980) Strategic management for
competitive advantage, McKinsey Quarterly(4), p. 2-16.
Golafshani, N. (2003) Understanding Reliability and Validity in Qualitative Research, The
Qualitative Report, 8(4), p. 597 - 607.
Goold, M., Pettifer, D. and Young, D. (2001) Redesigning the corporate centre, European
Management Journal, 19(1), p. 83-91.
Grant, R. M. (1991) The Resource-Based Theory of Competitive Advantage: Implications
for Strategy Formulation, California Management Review, 33(3), p. 114-135.
Hamel, G. and Prahalad, C. (1989) Strategic Intent, Harvard Business Review, 67(3), p.
63-76.
- 23 -

Hamel, G. and Prahalad, C. (1996) Competing for the Future, Harvard Business School
Press, Boston.
Klein, S. and Wöcke, A. (2007) Emerging Global contenders: The South African
experience, Journal of International Management, 13(3), p. 319-337.
La Porta, R., Lopez-de-Silanes, F., Shleifer, A. and Vishny, R. (2000) Investor protection
and corporate governance, Journal of Financial Economics, 58(1/2), p. 3-27.
Lorange, P. and Vancil, R. F. (1976) How to design a strategic planning system, Harvard
Malnight, T. W. (1995) Globalization of an Ethnocentric Firm: An Evolutionary
Perspective, Strategic Management Journal, 16(2), p. 119-141.
Mbeki: Anglo-American Listing in London (1998), Office of the Deputy President,
15/10/98.
Miles, M. B. and Huberman, A. M. (1984) Qualitative Data Analysis, Sage Publications
Ltd, London.
Mintzberg, H. (1979) Patterns in Strategy Formation, International Studies of
Management & Organization, 9(3), p. 67-86.
Mintzberg, H. (1987) Crafting strategy, Harvard Business Review, 65(4), p. 66-75.
Mintzberg, H. (1994) The Fall and Rise of Strategic Planning, Harvard Business Review,
72(1), p. 107-114.
Neuendorf, K. (2002) The Content Analysis Guidebook, Sage Publications, London.
Nordaås, H. K. (2001) South Africa: A developing country and net outward investor,
Foundation for Research in Economic & Business Administration, Bergen, Germany,
Working Paper 20/01.
O'Loughlin, E. (1998) South African giant plans London move, The Independent, pp. 16.
- 24 -

Pagano, M., RÃ¶ell, A. A. and Zechner, J. (2002) The Geography of Equity Listing: Why
Do Companies List Abroad?,Journal of Finance, 57(6), p. 2651-2694.
Patton, M. Q. (1987) How to Use Qualitative Methods Evaluation, Sage Publications,
Newbury Park.
Porter, M. (1980) Competitive Strategy, Free Press, New York.
Porter, M. (1985) Competitive Advantage, Free Press, New York.
Porter, M. (1990) The Competitive Advantage of Nations, Free Press, New York.
Porter, M. E. (1979) How competitive forces shape strategy, Harvard Business Review,
57(2), p. 137-145.
Prahalad, C. K. (1993) The role of core competencies in the corporation, Research
Technology Management, 36(6), pp. 40.
Quigley, J. V. (1994) Vision: How leaders develop it, share it, and sustain it, Business
Horizons, 37(5), pp. 37.
Rugman, A. (2001) The Myth of Global Strategy, International Marketing Review, 18(6),
p. 583-588.
Rugman, A. and Verbeke, A. (2004) A perspective on regional and global strategies of
multinational enterprises Journal of International Business Studies, 35(1), p. pp. 3-18.
Rugman, A. M. and Verbeke, A. (2008) A New Perspective on the Regional and Global
Strategies of Multinational Services Firms, Management International Review (MIR),
48(4), p. 397-411.
Saudagaran, S. M. and Biddle, G. C. (1995) Foreign Listing Location: A Study of MNCs
and Stock Exchanges in Eight Countries, Journal of International Business Studies,
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corporate strategy, Harvard Business Review,. , 70(2), p. 57-70.
- 25 -

Thompson, J. and Martin, F. (2005) Strategic Management: Awareness and Change,
5th ed., Cengage Learning, London.
Thompson, A. A., Strickland, A. J. and Gamble, J. (2008) Crafting and Executing
Strategy: The Quest for Competitive Advantage - Concepts and Cases, McGraw-
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Zaheer, S. (1995) Overcoming the Liability of Foreignness, Academy of Management
Journal, 38(2), p. 341-363.
- 26 -

- 27 -
APPENDIX A
Letter to Respondents
Dear Respondent,
I am completing an MBA at The University of Witwatersrand, Johannesburg (Wits). My
MBA thesis is on the strategy formation process within SA-UK companies. Towards
gathering data on this subject, I would be grateful if I could arrange a 1 hour interview
with you to understand the process of vision and strategy at [respondent’s
company]. I understand you are extremely busy your agreement to contribute to my
research is greatly appreciated.
The interview will not involve questions on your detailed strategic plans for the future,
focusing more on the general manner in which strategy is conducted in the company.
Confidentiality will be observed throughout the thesis process and the final report will be
for academic purposes only.
I will be available to meet with you at a location and time of your convenience.
Thank you for your kind assistance.
Yours sincerely,
SxxxCxxxx
SA Mobile: +27 83 555 5555
If you are going to be gathering data from people (rather than
a database or documents, etc) for your research, your draft
questionnaire and / or interview guide MUST be
submitted with the proposal that will be discussed at panel.
This is so that the panel can give Ethics clearance to your
study, recommend changes, and / or refer the study to the
University Ethics committee for approval.
This approval requirement has recently become formalised at
WBS, and requires recording and documentation from
panels.

Interview questions should almost always be open ended –
ie require a fairly lengthy answer rather than yes / no or
short answers.
Here, only the second question is a closed-ended question –
and it is followed by an open-ended one to gather more
detail.
Number the questions for easy reference, no bullets
- 28 -
Actual Research Instrument
Interview Questions
1. At which company did you gain your first experience of strategy formation?
2. At [company name], is there a formal planning process in place?
3. If yes, how is the process conducted in your office?
4. What is the current vision of the company?
5. How is this vision communicated across the organisation UK/South Africa (delete
where appropriate)?
6. What is your view of this vision? The view of the other employees?
7. What is the mission of the company?
8. How did this mission evolve in the company?
9. What are the current goals of the organisation?
10. By what process were these goals created?
11. Which executives were involved on the goal-setting process?
12. How are the vision, mission and goals monitored in the organisation?
13. Are strategic elements included in employee performance reviews?
14. Have you seen the strategy formation process change over the last year?
15. How would you improve the strategy formation process for the future?
OOPS! The interview guide is quite long (15 questions) and the letter indicates
that interviews will be an hour long. This allows only 4 minutes per question,
which will not give the depth of answer required. Perhaps some questions could
be condensed. It is important to be realisticin planning research and do the
arithmetic required to see if your plan is do-able.

Thesis proposal guidelines

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