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Strategy formation as layered discussion

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  • Sminia, Harry

Abstract

This paper seeks to elucidate the day-to-day activities comprising the strategy process at the senior management level as part of a layered discussion. The recent interest in micro-strategy has stimulated a re-examination of data gathered during an eight-month stay with the senior management group of one of the larger construction companies in the Netherlands in 1990 and 1991. It emerged that the intended strategy was rarely debated deliberately or openly. If strategy content was ever discussed, it was usually in an implicit manner while dealing with other subjects, where the outcome appeared to have a bearing on the strategic direction of the firm.

Suggested Citation

  • Sminia, Harry, 2005. "Strategy formation as layered discussion," Scandinavian Journal of Management, Elsevier, vol. 21(3), pages 267-291, September.
    • Handle: RePEc:eee:scaman:v:21:y:2005:i:3:p:267-291
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    Cited by:

    1. Lionel Garreau & Raphaël Maucuer, 2015. "The mise-en-sens tactics of civil society organizations to influence strategy," Post-Print hal-01787991, HAL.
    2. Steensen, Elmer Fly, 2014. "Five types of organizational strategy," Scandinavian Journal of Management, Elsevier, vol. 30(3), pages 266-281.
    3. Dul, J. & Neumann, W.P., 2008. "Ergonomics Contributions to Company Strategies," ERIM Report Series Research in Management ERS-2008-058-LIS, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.

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