Abstract
| Original language | English |
|---|---|
| Publication date | 2019 |
| 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 https://www.strategicmanagement.net/minneapolis/overview/overview |
Conference
| Conference | Strategic Management Society 39th Annual international Conference. SMS 2019 |
|---|---|
| Number | 39 |
| Country | United States |
| City | Minneapolis |
| Period | 19/10/2019 → 22/10/2019 |
| Internet address |
Cite this
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Struggling in the "War-room" : Strategy Making by Top Managers Behind Closed Doors. / Rauch, Madeleine.
2019. Abstract from Strategic Management Society 39th Annual international Conference. SMS 2019, Minneapolis, United States.Research output: Contribution to conference › Conference abstract for conference › Research › peer-review
TY - ABST
T1 - Struggling in the "War-room"
T2 - Strategy Making by Top Managers Behind Closed Doors
AU - Rauch, Madeleine
PY - 2019
Y1 - 2019
N2 - 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”.
AB - 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”.
M3 - Conference abstract for conference
ER -