Meetings and workshops as strategy practices

Seidl, David; Guérard, Stéphane

doi:10.1017/cbo9781139681032.033

Cited by 15 publications

(22 citation statements)

References 53 publications

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“…Past research has shown how communicative practices enable or constrain communication and thus emerging strategic agendas. This is especially the case for strategy meetings and workshops (e.g., Hodgkinson, Whittington, Johnson, & Schwarz, 2006;Seidl & Guérard, 2015) that are formalized communication channels with a major impact on attention (Ocasio & Joseph, 2008;Spee & Jarzabkowski, 2011). For example, Jarzabkowski and Seidl (2008) have studied strategy meetings and analyzed how various meeting practices-e.g., turn-taking, scheduling, issue bracketing, and voting-can influence strategic discussions.…”

Section: Proposal #1: Communicative Practices In Communication Chanmentioning

confidence: 99%

Communication and attention dynamics: An attention‐based view of strategic change

Ocasio

Laamanen

Vaara

2017

Strategic Management Journal

183

205

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Research Summary: The attention-based view (ABV) has highlighted the role of organizational attention in strategic decision making and adaptation. The tendency to view communication channels as "pipes and prisms" for information processing has, however, limited its ability to address strategic change. We propose a broader role for communication as a process by which actors can attend to and engage with organizational and environmental issues and initiatives and argue that such a view can significantly advance understanding of strategic change. On this basis, we offer suggestions for future research on communication practices, vocabularies, rhetorical tactics, and talk and text in shaping organizational attention in strategic change. We also maintain that this enhanced view of the ABV can help advance research on dynamic capabilities, strategy processes, strategy-as-practice, and behavioral strategy. Managerial Summary: To further enhance our capabilities to manage strategic change and renewal processes in organizations, we need a better understanding of how to manage organizational attention. In this article, we highlight the importance of understanding the role of communication and discuss the use of different communication practices, vocabularies, rhetorical tactics, and talk and text as possible levers that can be used to dynamically shape organizational attention. We call for further research to advance the understanding of how these levers can be used to influence the ways in which different sets of strategic issues, initiatives, and action alternatives are handled. We believe that such an enhanced view of organizational attention can enable the development of new, improved strategy practices to manage strategic change and renewal processes.

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Section: Proposal #1: Communicative Practices In Communication Chanmentioning

confidence: 99%

Communication and attention dynamics: An attention‐based view of strategic change

Ocasio

Laamanen

Vaara

2017

Strategic Management Journal

183

205

View full text Add to dashboard Cite

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“…After having focused on parts of conversations that dealt with controversial issues, we proceeded to give particular attention to the use of irony in specific episodes within this material. While there are different ways of defining episodes in meetings (Seidl and Guérard 2015), we 10 focused on parts of conversations that included a relatively clearly identifiable beginning, middle and end. The duration of these episodes ranged from one minute to tens of minutes in a specific meeting.…”

Section: Discussionmentioning

confidence: 99%

Using Verbal Irony to Move on with Controversial Issues

Kwon

Clarke

Vaara

et al. 2020

Organization Science

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Irony is an effective means of dealing with controversy in organizations, but there is a paucity of knowledge of the various ways in which irony helps managers to do so without necessarily ‘solving’ those issues. By drawing on discursive incongruity theory, we examine the use of irony when managers are confronted with controversial issues in a multinational company. As a result, we identify and elaborate on four distinctively different pathways of how irony helps participants to move on: ‘acquiescing’ (framing understanding as having no alternative because of environmental constraints), ‘empowering’ (synthesizing a view through broad inputs from different individuals), ‘channelling’ (subsuming other interpretations under a single and often dominant view) and ‘dismissing’ (rejecting alternative interpretations and often reinforcing the status quo). On this basis, we develop a theoretical model that elucidates the process dynamics in dealing with and moving on with controversial issues and elaborates the specific characteristics of each of these four pathways. Our analysis also leads to a fuller understanding of the discursive underpinnings and intersubjective dynamics in irony use in organizations.

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“…This involves differentiation work, namely work undertaken by, typically, senior managers and/or heads of designated units (via strategic planning analysis, strategy workshops, or ad hoc committee decisions, etc. ), through which the organization is viewed in quasi-abstract terms (Tsoukas, 2015), in order to examine its competitive advantages and explore ways these may be sustained, developed or changed, in light of evolving stakeholder values and needs (Grant, 2003;Johnson et al, 2010;Seidl and Guerard, 2015;Wright et al, 2013).…”

Section: Figure 1 About Herementioning

confidence: 99%

Strategy and virtue: Developing strategy-as-practice through virtue ethics

Tsoukas

2017

Strategic Organization

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Strategy-as-practice research has usefully built on earlier strategy process research by taking into account the social embeddedness of strategy making. While such an approach has generated valuable insights, it has curiously left unexplored the moral dimension of practice. In this paper, we show how the potential of strategy-as-practice research may be more fully realized if the moral dimension of practice is conceptualized through virtue ethics (especially MacIntyre's version).Specifically, we first reconceptualize, through virtue ethics, the three main concepts of strategyas-practice -practice, praxis, and practitioners -, underscoring the inherently moral constitution of actions undertaken in strategy-related work. Moreover, we suggest that strategic management is viewed as a particular kind of practice (what we call "competitive institutional practice"), charged with "values articulation work" and "balancing work". While the former articulates a good purpose for the organization, the latter seeks to care for both excellence and success through balancing "capabilities development work" with "differentiation work". Illustrations are provided to support this argument and several suggestions for further research are offered.

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Meetings and workshops as strategy practices

Cited by 15 publications

References 53 publications

Communication and attention dynamics: An attention‐based view of strategic change

Communication and attention dynamics: An attention‐based view of strategic change

Using Verbal Irony to Move on with Controversial Issues

Strategy and virtue: Developing strategy-as-practice through virtue ethics

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