This PhD-project focuses on strategy-making and the use of managerial tools in the financial business.

According to the Beyond Budgeting philosophy, innovation depends on a stratgy-focused organisation which is continously improving their knowledge about how to perform and how to succeed. To do this the employees need to be involved in the strategy making processes and be responsibel for resource allocation. My approach is that Beyond Budgeting is a self-awareness that managerial tools from the nineties created an imbalance between exploitation and exploration concerning resource allocation and autonomi in knowledge organisations. Is beyond Budgeting nothing but a running rearrangement of learning conditions? Through a case study in a Norwegian bank I will examine how change in adopted strategies affects the autonomy in the organization, and how this may influence knowledge transfer and the competitive advantages for the company. The strategic dissonance, the area between the leaders’ expectations (management as designing) and what the employees interpret and how they act (their responses), will be the main focus of the project.