Mikael Lundgren

Textual objects and strategizing : The influence of documents as active objects on strategic recursiveness

ABSTRACT In this paper, we explore the role of documents as influential objects in strategizing, especially in terms of how they influence strategic recursiveness. We do not restrict our study to explicitly strategy-related documents (e.g. strategic plans and vision or mission statements), but include all documents that generally address a companys long-term direction. By applying the notions of authoritative text and epistemic and technical objects, we argue that documents contribute to strategic recursiveness by legitimating certain courses of action, as well as delimiting future action and possibilities of strategic change, including for their original authors. Over time, this effect becomes self-enhancing as the text at hand is reproduced in new documents and thereby further diffused within and outside the organization. We thereby contribute both to current understandings of strategic recursiveness and to literature addressing sociomateriality and strategy.

Strategy Consultants doing Strategy: How Status and Visibility affect Strategizing

Strategy consultants form a highly influential group of strategy practitioners, yet surprisingly neglected within strategy studies. Therefore, we aim to contribute our own understanding to the term, strategy consultants and discuss the characteristics of strategy work. We do this from the perspective of strategy-as-practice and direct our attention to the praxis and practices of strategy consultants. Our study builds upon extensive empirical material, including first hand observations of strategy consulting work being performed. Based upon results from a grounded theory analysis (early- and intermediate stages), we claim that strategy consulting work differs substantially depending on the roles that are constituted by the interaction and relation with the client. We suggest four metaphors to categorize these roles and discuss their characteristics and implications for strategizing activities.