Top management engagement in strategic sensemaking: A practice perspective on strategizing as transcending
Type
conference paper
Date Issued
2017
Author(s)
Abstract
We argue that strategic sensemaking transcends specific situations and interactions, by relating them to overarching organizational dynamics. This takes place in different instances: when different organizational actors and activities interact during the strategy process (Floyd & Wooldridge, 2000): through the formation of strategy accounts, which shape collective strategic meaning making in the organization (Maitlis, 2005; Rouleau & Balogun, 2011), or in strategic moves, e.g. the re-structuring of the value creation process and investments in new technologies, or changing business models (Corley & Gioia, 2004; Helms-Mills, 2003). Such transcendence does not take place automatically, but requires top management engagement (Grand, 2016) – reflecting, re-framing, interpreting and valuing particular issues, topics and decisions related to the organization’s development. We identify top management’s situated engagement as an essential element in understanding such “moments of transcending” between local and wider contexts in strategic sensemaking. To conceptualize top management’s engagement in this perspective, we mobilize insights from practice-based approaches in convention theory (Grand, 2016; Thévenot, 2007).
Language
English
HSG Classification
contribution to scientific community
Event Title
EGOS Conference
Event Location
Copenhagen
Event Date
06.-08.07.2017
Subject(s)
Division(s)
Eprints ID
251278