SHAPING STRATEGY AS A STRUCTURATION PROCESS.

Paula A. Jarzabkowski

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Management and Organizational Studies Organizational Strategy and Culture Organizational Management and Leadership

Abstract

Research on top managers' strategizing behavior has addressed how they shape either the structural context or the interpretations of organization members. I offer a struc-turation theory framework integrating these two partial explanations and treating strategy shaping as socially dynamic. A qualitative seven-year analysis of top managers in three universities shows a sequential pattern of shaping strategy first in the action and then in the institutional realm, and also a simultaneous pattern of shaping strategy in both realms at once. Both patterns are successful in weakly institutionalized strategy contexts, whereas the simultaneous pattern is more successful in strongly institutionalized strategy contexts.

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References

1985Naturalistic inquiry 1998Basics of qualitative research : techniques and procedures for developing grounded theory 2007Theory Building From Cases: Opportunities And Challenges 1967The Social Construction of Reality 2009Building theories from case study research 1969The social psychology of organizing 1988The Constitution of Society.1979Central Problems in Social Theory

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