Strategic activity is often punctuated through the application of strategy tools. Despite widespread use, opacity surrounds how these tools shape the strategy process. We examine the application and effect of a scenario planning process at an inter- and intra-organizational level. We use a longitudinal case study to demonstrate the importance of sensemaking in strategizing activity at the inter-organizational level. We also demonstrate the relative weakness of the scenario narrative as a boundary object capable of transferring knowledge to the intra-organizational level. Through empirical and theoretical integration we develop a model depicting the flow of knowledge in inter- and intra-organizational strategizing.
|Publication status||Published - 2013|
|Event||Southern Management Association 2013 Meeting - New Orleans, United States|
Duration: 5 Nov 2013 → 9 Nov 2016
|Conference||Southern Management Association 2013 Meeting|
|Abbreviated title||SMA 2013|
|Period||5/11/13 → 9/11/16|