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Developing the Strategy Process through Conversation Management

In: Managing Strategy Processes in Emergent Industries

Author

Listed:
  • Johan Roos
  • Georg Krogh
  • Peggy Simcic Brønn

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?

Suggested Citation

  • Johan Roos & Georg Krogh & Peggy Simcic Brønn, 1996. "Developing the Strategy Process through Conversation Management," Palgrave Macmillan Books, in: Managing Strategy Processes in Emergent Industries, chapter 5, pages 73-93, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-14147-0_5
    DOI: 10.1007/978-1-349-14147-0_5
    as

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