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Strategic concepts as micro-level tools in strategic sensemaking

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Strategic concepts as micro-level tools in strategic sensemaking. / Jalonen, K.; Schildt, H.; Vaara, E.

In: Strategic Management Journal, Vol. 39, No. 10, 10.2018, p. 2794-2826.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Harvard

Jalonen, K, Schildt, H & Vaara, E 2018, 'Strategic concepts as micro-level tools in strategic sensemaking', Strategic Management Journal, vol. 39, no. 10, pp. 2794-2826. https://doi.org/10.1002/smj.2924

APA

Jalonen, K., Schildt, H., & Vaara, E. (2018). Strategic concepts as micro-level tools in strategic sensemaking. Strategic Management Journal, 39(10), 2794-2826. https://doi.org/10.1002/smj.2924

Vancouver

Jalonen K, Schildt H, Vaara E. Strategic concepts as micro-level tools in strategic sensemaking. Strategic Management Journal. 2018 Oct;39(10):2794-2826. https://doi.org/10.1002/smj.2924

Author

Jalonen, K. ; Schildt, H. ; Vaara, E. / Strategic concepts as micro-level tools in strategic sensemaking. In: Strategic Management Journal. 2018 ; Vol. 39, No. 10. pp. 2794-2826.

Bibtex

@article{317700ec9f074734964b13f07e4b2651,
title = "Strategic concepts as micro-level tools in strategic sensemaking",
abstract = "Research Summary: The purpose of this article is to illuminate the role of concepts in strategic sensemaking. Based on a longitudinal real-time study of a city organization, we demonstrate how the concept of “self-responsibility” played a crucial role in strategic sensemaking. We develop a theoretical model that elucidates how strategic concepts are used in meaning-making, and how such concepts may be mobilized for the legitimation of strategic change. Our main contribution is to offer strategic concepts as a missing micro-level component of the language-based view of strategic processes and practices. By so doing, our analysis also adds to studies on strategic ambiguity and advances research on vocabularies. Managerial Summary: Our analysis helps to understand the role of strategic concepts, that is, specific words or phrases with established and at least partly shared meanings, in an organization's strategy process. We show how adopting the concept “self-responsibility” helped managers in a city organization to make sense of environmental challenges and to promote change. Our analysis highlights how such concepts involve ambiguity that can help managers to establish common ground, but can also hinder implementation of specific decisions and actions if it grows over time. We suggest that under environmental changes, development of new strategic concepts may be crucial in helping managers to collectively deal with environmental changes and to articulate a new strategic direction for the organization. {\textcopyright} 2018 The Authors. Strategic Management Journal published by John Wiley & Sons, Ltd.",
keywords = "concept, discourse, language, practice, sensemaking, Management, Planning, Sensemaking, Managers",
author = "K. Jalonen and H. Schildt and E. Vaara",
year = "2018",
month = oct,
doi = "10.1002/smj.2924",
language = "English",
volume = "39",
pages = "2794--2826",
journal = "Strategic Management Journal",
issn = "0143-2095",
publisher = "John Wiley and Sons Ltd",
number = "10",

}

RIS

TY - JOUR

T1 - Strategic concepts as micro-level tools in strategic sensemaking

AU - Jalonen, K.

AU - Schildt, H.

AU - Vaara, E.

PY - 2018/10

Y1 - 2018/10

N2 - Research Summary: The purpose of this article is to illuminate the role of concepts in strategic sensemaking. Based on a longitudinal real-time study of a city organization, we demonstrate how the concept of “self-responsibility” played a crucial role in strategic sensemaking. We develop a theoretical model that elucidates how strategic concepts are used in meaning-making, and how such concepts may be mobilized for the legitimation of strategic change. Our main contribution is to offer strategic concepts as a missing micro-level component of the language-based view of strategic processes and practices. By so doing, our analysis also adds to studies on strategic ambiguity and advances research on vocabularies. Managerial Summary: Our analysis helps to understand the role of strategic concepts, that is, specific words or phrases with established and at least partly shared meanings, in an organization's strategy process. We show how adopting the concept “self-responsibility” helped managers in a city organization to make sense of environmental challenges and to promote change. Our analysis highlights how such concepts involve ambiguity that can help managers to establish common ground, but can also hinder implementation of specific decisions and actions if it grows over time. We suggest that under environmental changes, development of new strategic concepts may be crucial in helping managers to collectively deal with environmental changes and to articulate a new strategic direction for the organization. © 2018 The Authors. Strategic Management Journal published by John Wiley & Sons, Ltd.

AB - Research Summary: The purpose of this article is to illuminate the role of concepts in strategic sensemaking. Based on a longitudinal real-time study of a city organization, we demonstrate how the concept of “self-responsibility” played a crucial role in strategic sensemaking. We develop a theoretical model that elucidates how strategic concepts are used in meaning-making, and how such concepts may be mobilized for the legitimation of strategic change. Our main contribution is to offer strategic concepts as a missing micro-level component of the language-based view of strategic processes and practices. By so doing, our analysis also adds to studies on strategic ambiguity and advances research on vocabularies. Managerial Summary: Our analysis helps to understand the role of strategic concepts, that is, specific words or phrases with established and at least partly shared meanings, in an organization's strategy process. We show how adopting the concept “self-responsibility” helped managers in a city organization to make sense of environmental challenges and to promote change. Our analysis highlights how such concepts involve ambiguity that can help managers to establish common ground, but can also hinder implementation of specific decisions and actions if it grows over time. We suggest that under environmental changes, development of new strategic concepts may be crucial in helping managers to collectively deal with environmental changes and to articulate a new strategic direction for the organization. © 2018 The Authors. Strategic Management Journal published by John Wiley & Sons, Ltd.

KW - concept

KW - discourse

KW - language

KW - practice

KW - sensemaking

KW - Management

KW - Planning

KW - Sensemaking

KW - Managers

U2 - 10.1002/smj.2924

DO - 10.1002/smj.2924

M3 - Journal article

VL - 39

SP - 2794

EP - 2826

JO - Strategic Management Journal

JF - Strategic Management Journal

SN - 0143-2095

IS - 10

ER -