Between myth and action

Bo Hedberg and Sten Jönsson

Scandinavian Journal of Management, 1989, vol. 5, issue 3, 177-185

Abstract: In this paper the core ideas of the Gothenburg school on strategy formation are presented. It is claimed that the most prominent stabilizer in an organization is learning and that this is not always a blessing. Unlearning habitual behaviour and embarking on a new strategy may constitute revolutionary change, especially if the world view -- the myth -- behind the current strategy is abandoned. The mechanics of strategy formation as a discontinuous process are described and some conceptual underpinnings discussed. Finally, the model is applied to knowledge-based firms, which are considered to be in the business of ghost myths.

Keywords: Strategy; strategic; change; myth; organizational; learning (search for similar items in EconPapers)
Date: 1989
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