The practice of shared inquiry: how actors manageforstrategy emergence

Abstract

This paper problematizes the applicability of traditional top-down strategic planning in a continuously changing media industry and builds a practice-theoretical perspective for analyzing strategy emergence. Through a qualitative analysis of 22 interviews, with media professionals and consultants of a German-based print magazine company, we identify a jointly enacted practice that we call "shared inquiry". This practice includes recursive and adaptive strategizing actions towards (1) searching and learning (actions of employees), (2) facilitating and questioning (actions of managers), and (3) guiding and reflecting (actions of consultants). We demonstrate how these actions form a mechanism through which media managers create the conditions to cope with continuous change and how they manage in order to achieve strategy emergence both locally and on an organization-wide level. Ultimately, we show how strategic actions can be mapped in a continuum that supports "responsive coping". ARTICLE HISTORY

“Context, content, and system” supporting digital health hub (DHH)–enabled models of care (MoCs) for fragility hip fractures: perspectives of diverse multidisciplinary stakeholders in South Australia from qualitative in-depth interviews

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