Developing the Strategy Process through Conversation Management

Johan Roos, Georg Krogh and Peggy Simcic Brønn

Chapter 5 in Managing Strategy Processes in Emergent Industries, 1996, pp 73-93 from Palgrave Macmillan

Abstract: Abstract Every top manager and member of the top management team has a responsibility for contributing to the strategy work in their organisation. For most managers, this claim is neither controversial nor new. Through discussions and decisions concerning activities discussed in Chapters 2 and 3, like competitor actions, products, customers, personnel, marketing actions and planning, managers frequently make strategic moves. However, the problem may be that strategy work becomes a routine activity, where the managers are more concerned about what to do rather than why certain decisions and moves really are or should be made. An important question in this regard is: What determines the different thresholds for awareness of and reaction to strategic matters experienced inside or outside the firm?

Keywords: Strategy Group; Strategy Work; Tension Field; Strategy Language; Conversation Management (search for similar items in EconPapers)
Date: 1996
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-14147-0_5

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DOI: 10.1007/978-1-349-14147-0_5

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