Strategy workshops facilitating and constraining strategy making

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.

Citation

Schwarz, M. (2009), "Strategy workshops facilitating and constraining strategy making", Journal of Strategy and Management, Vol. 2 No. 3, pp. 277-287. https://doi.org/10.1108/17554250910982507