Changing strategic decision processes involving management consultants: an empirical analysis

Schwarz, Mirela (2002) Changing strategic decision processes involving management consultants: an empirical analysis. 22nd Annual International Conference of the Strategic Management Society: Old Barriers Crumbling, New Barriers Rising, Paris, France. 21 - 24 Sep 2002. 37 pp .

Abstract

This paper examines how the existing strategic decision processes in a medium-sized company changed during the development and implementation of strategic change initiatives supported by management consultants. The research findings are based on an in-depth field study of a West-European medium- sized company supplying components to major car manufacturers. The study seeks to provide detailed insights of a case study examining changes of the existing strategic decision processes, such as process elements, interaction and behaviour. A theoretical framework is presented explaining the key drivers for changing the strategic decision process based on the interaction between managers and consultants. Finally, some implications for managerial practice with regard to dealing with ‘changed’ strategic decision process are developed.

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