The Ritualization of Strategy Workshops

Johnson, Gerry; Prashantham, Shameen; Floyd, Steven W.; Bourque, Nicole

doi:10.1177/0170840610376146

Cited by 140 publications

(228 citation statements)

References 32 publications

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“…[ As it is unlikely to form a strategy in a single workshop (Johnson et al, 2010), follow-up workshops should have helped to advance and finalize the SFP. However, further workshops did not take place as the project was cancelled in 2011.…”

Section: Action Research Cyclementioning

confidence: 99%

“…The preparation of the workshop had to be thoughtfully planned since its structure can influence the direction and outcome of the discussions (Jarzabkowski & Seidl, 2008;Johnson et al, 2010). Strategy workshops are particularly designed to deal with SFPs with a strong focus on engaging and committing top level managers to the process (Johnson et al, 2010).…”

Section: Action Research Cyclementioning

confidence: 99%

Section: Action Research Cyclementioning

confidence: 99%

“…Strategy workshops are particularly designed to deal with SFPs with a strong focus on engaging and committing top level managers to the process (Johnson et al, 2010). We followed Johnson et al (2010) prescribed workshop procedure to organize the workshop. According to Johnson et al (1) the purpose of the workshop has to be clear, (2) the location of the workshop should take place outside the everyday working place, (3) specialists should moderate the workshop, (4) there should be a clear structure of the workshop by using "strategy tools and concepts" (p.1593), (5) everyone should be able to share his or her view, and (6) there should be no hierarchy in the workshop.…”

Section: Action Research Cyclementioning

confidence: 99%

“…Beukema and Valkenburg (2007) emphasize that managers view researchers as experts providing guidelines and facts on how to implement an innovation rather than jointly implementing an innovation. Another problem for applying AR on the strategic level of organizations is that executives tend to dominate SFPs, not encountering the perspectives of others (Johnson et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

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The barriers to empowering niche-innovations in long-term care

Cramer¹

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PrefaceWith this preface, I first introduce how this thesis came into being. Secondly, I acknowledge the people who supported and influenced me during the four years of my research on niche-innovations.A bit more than four years ago, a day before I defended my master thesis on corporate diversification strategies at Tilburg University, I received an e-mail from my supervisor asking me if I would be interested in doing a PhD at the University of Twente. Five days later, it was December 23 rd 2009, a day before Christmas, Iwas sitting in Geert Dewulf's office, talking about the PhD trajectory for two and a half hours. The research project was about developing strategies in a nicheinnovation project that primarily concerned the cooperation of two long-term care organizations. It was subsidized by a transition program that aimed at changing the long-term care system. I was very interested in the topic as I saw a good opportunity to continue my research on strategy development. Yet in a new domain: long-term care. As it felt like the right time, the right place and the right people, I started my research in January 2010. Initially, being a fresh graduate who was boosted with pure confidence, I was keen to support the strategy development in the project. Throughout the four years, however, I learned that there are all kinds of barriers hindering the development of strategies for niche-innovations which show that the long-term care system has not been ready for change.While the project was running smoothly throughout 2010, it abruptly ended shortly after the subsidy ended in 2011. Hence, I had to look for other cases to develop strategies out of niche-innovations. I wrote a proposal that outlined how the lessons learned in the original project could be used in a new project. One of the participating long-term care organizations of the original project accepted the proposal in 2012. I started conducting interviews as well as holding a workshop to form new strategies out of niche-innovations. But half a year later, the project was cancelled due to an organizational restructuring. I was asked to use the insights in the previous project to re-write the proposal in order to develop integrated longterm care strategies. In 2013, I conducted another 20 interviews. But also this project was cancelled after my key contact person was fired. In the meantime, I integrated my ideas about strategy development in a proposal that we (Geert Dewulf, Hans Voordijk and I) wrote with researchers from Germany and Norway for the Framework Programme 7 (FP7) of the European Union. Unfortunately, our proposal scored just below the threshold. As a consequence of all these drawbacks, vi I started to refocus my research to highlight the importance of understanding the barriers to change so that future programs can enable the change of the long-term care system. In so doing, I used the data of the original project, and data from a retrospective study on two other niche-innovation projects that also participated in the transition program.Writing a th...

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Section: Action Research Cyclementioning

confidence: 99%

Section: Action Research Cyclementioning

confidence: 99%

Section: Action Research Cyclementioning

confidence: 99%

Section: Action Research Cyclementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The barriers to empowering niche-innovations in long-term care

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Scenario planning as strategic activity: A practice‐orientated approach

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From autonomous strategic behavior to emergent strategy

Mirabeau

Maguire

2013

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This study develops a model of emergent strategy formation at a large telecommunications firm. It integrates prominent traditions in strategy process research-strategy as patterned action, as iterated resource allocation and as practice-to show how emergent strategy originates as a project through autonomous strategic behavior, then subsequently becomes realized as a consequence of mobilizing wider support to provide impetus, manipulating strategic context to legitimate the project by constructing it as consonant with the prevailing concept of strategy, and altering structural context to embed it within organizational units, routines, and objectives. The study theorizes the role of "practices of strategy articulation" in emergent strategy formation, and explains why some autonomous strategic behavior becomes "ephemeral" and disappears rather than enduring to become emergent strategy.

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The Ritualization of Strategy Workshops

Cited by 140 publications

References 32 publications

The barriers to empowering niche-innovations in long-term care

The barriers to empowering niche-innovations in long-term care

Scenario planning as strategic activity: A practice‐orientated approach

From autonomous strategic behavior to emergent strategy

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