Strategy development as a social process

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    This article argues that the development of strategy in organizations will be more effective if it is seen as predominantly a social rather than analytical process. Using the notion of organizations as negotiated order, it is suggested that designed Group Decision Support Systems can play an important role in facilitating the negotiation of strategy. Six ‘support systems’are discussed, and the implication is that planners might see themselves as facilitators managing both ‘socially negotiated order’and ‘negotiated social order'.
    Original languageEnglish
    Pages (from-to)799-811
    Number of pages13
    JournalJournal of Management Studies
    Issue number6
    Publication statusPublished - Nov 1992


    • strategy development
    • social process

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