When unforeseen event become strategic

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

Resumé

This article acknowledges that strategising processes revolve around allowing for continual shifts in an uncertain environment to constructively shape the ways in which managers strategise. The research question pursued in this article is: ‘How do unforeseen events shape managerial strategising?’ The theoretical background for this article is inspired by research done within the strategy-as-practice and strategy-in-practice communities and uses concepts such as strategic intent, wayfinding/wayfaring and temporal work to explore how the managers from the small Danish Software Company cooperated with actors in the mining industry. This cooperation was initially perceived as an unforeseen event but, incrementally and retrospectively, it became strategic. The main theoretical and practice-anchored findings draw attention to the roles that unforeseen events can play in shaping strategising. These findings underline the significance of prioritising micro-founded actions carried out contextually by strategists when learning more about the who, what and how of strategising.
OriginalsprogEngelsk
TidsskriftJournal of Management & Organization
Vol/bind24/2
Sider (fra-til)209-223
Antal sider15
ISSN1833-3672
DOI
StatusUdgivet - 2018

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Managers
Mining industry
Software
Strategic intent
Wayfinding
Strategy as practice

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abstract = "This article acknowledges that strategising processes revolve around allowing for continual shifts in an uncertain environment to constructively shape the ways in which managers strategise. The research question pursued in this article is: ‘How do unforeseen events shape managerial strategising?’ The theoretical background for this article is inspired by research done within the strategy-as-practice and strategy-in-practice communities and uses concepts such as strategic intent, wayfinding/wayfaring and temporal work to explore how the managers from the small Danish Software Company cooperated with actors in the mining industry. This cooperation was initially perceived as an unforeseen event but, incrementally and retrospectively, it became strategic. The main theoretical and practice-anchored findings draw attention to the roles that unforeseen events can play in shaping strategising. These findings underline the significance of prioritising micro-founded actions carried out contextually by strategists when learning more about the who, what and how of strategising.",
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When unforeseen event become strategic. / Larsen, Mette Vinther; Rasmussen, Jørgen Gulddahl.

I: Journal of Management & Organization, Bind 24/2, 2018, s. 209-223.

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

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