This paper explores how top managers engage in strategy making behind closed doors facing an organizational crisis. We develop a model of temporary strategy-making that articulates how top managers make sense of a situation with no viable alternative based on two mechanisms, i.e., rationalizing and narrating, and construct a shared understanding to engage in strategy-making by either allowing for individualism or creating for collectivism. Under these circumstances, top managers engage in strategy making with a strong temporal connotation, i.e., strategy making is bound by a strong temporal nature before actors impugn and challenge the constructed shared understanding, and thus, cycle back to the sensemaking process. The findings provide a unique insight in top manager´s strategy decision-making process when facing a “loss-situation”.
|Number of pages||1|
|Publication status||Published - 2019|
|Event||Strategic Management Society 39th Annual international Conference. SMS 2019 - Minneapolis, United States|
Duration: 19 Oct 2019 → 22 Oct 2019
Conference number: 39
|Conference||Strategic Management Society 39th Annual international Conference. SMS 2019|
|Period||19/10/2019 → 22/10/2019|