Strategy workshops facilitating and constraining strategy making

Schwarz, Mirela (2009) Strategy workshops facilitating and constraining strategy making. Journal of Strategy and Management, 2 (3), 277-287. (doi:10.1108/17554250910982507).

Record type: Article

Abstract

Purpose: the purpose of this paper is to propose a new framework for exploring the key elements of strategy workshops and provide empirical evidence on how these can influence strategy making within a firm.
Design/methodology/approach: the research is based on structuration theory and the “practice” view of strategy. The empirical data are based on a longitudinal case study, including ethnographic data, extensive observations and interviews.
Findings: the findings show that strategy workshops are institutionalized as part of a firm's strategy-making process, and provide a forum for strategic discourse facilitated through knowledge-sharing and/or promotion of strategic consensus. Strategy workshops may, however, also constrain strategy making through opposition and rejection of participation which may lead to strategic paralysis.
Practical implications: this research propose guidelines for managers on the effective preparation and management of strategy workshops.
Originality/value: the paper provides a new framework to explore key elements of strategy workshops and evidence of how these influence strategy making. The research highlights the dualistic nature of strategy workshops in strategy making

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