How do managers make sense of strategy?

Abstract

Purpose

As a result of the global financial crisis, the meaning of action has reemerged as a central focus of the current debates. This paper seeks to analyze the meaning given by managers to their contribution to the strategy development process.

Design/methodology/approach

The core underlying assumptions in this research are that social phenomena such as strategy are determined by representations shaped by discourse and that education is a major vector for promoting strategic discourses. Through the concepts of social representation and strategy lens, the paper examines the beliefs and paradigms underlying the strategy development process. Based on a sample of 1,033 managers, this research constructs a holistic typology of the social representations of strategy among managers.

Findings

Four different groups of social representations of strategy are identified and characterized. Links are established between these groups and a range of socio-demographic, social, occupational and structural variables.

Practical implications

By clarifying various paradigms and providing reference points, this research encourages increased awareness of these paradigms among managers in order to promote emancipation from them.

Originality/value

The study is primarily synthesis-based at a theoretical level, but also in the analysis and interpretation of the role of strategists. It also helps to close the gap between research, teaching and practice.

Citation

Grazzini, F. (2013), "How do managers make sense of strategy?", European Business Review, Vol. 25 No. 6, pp. 484-517. https://doi.org/10.1108/EBR-12-2012-0074