- The Oxford Handbook Of Organizational Decision Making
- List of Figures
- List of Tables
- Notes on Contributors
- Organizational Decision Making: Mapping Terrains on Different Planets
- Boom and Bust Behavior: On the Persistence of Strategic Decision Biases
- Information Overload Revisited
- Decision Making with Inaccurate, Unreliable Data
- Borgs in the Org? Organizational Decision Making and Technology
- Making the Decision to Monitor in the Workplace: Cybernetic Models and the Illusion of Control
- Culture and Decision Making
- Facing the Threat of Disaster: Decision Making When the Stakes are High
- The Fit Between Crisis Types and Management Attributes as a Determinant of Crisis Consequences
- Employing Adaptive Structuring as a Cognitive Decision Aid in High Reliability Organizations
- Expertise and Naturalistic Decision Making in Organizations: Mechanisms of Effective Decision Making
- Cognitively Skilled Organizational Decision Making: Making Sense of Deciding
- Linking Rationality, Politics, and Routines in Organizational Decision Making
- Superstitious Behavior as a Byproduct of Intelligent Adaptation
- On The Implications of Behavioral Decision Theory for Managerial Decision Making: Contributions and Challenges
- Intuition in Organizational Decision Making
- Affect and Information Processing
- Individual Differences And Decision Making
- Group Composition and Decision Making
- Making Sense of Real Options Reasoning: An Engine of Choice that Backfires?
- The Social Construction of Rationality in Organizational Decision Making
- When “Decision Outcomes” are not the Outcomes of Decisions
- What Lies Behind Organizational Façades and How Organizational Façades Lie: An Untold Story of Organizational Decision Making
- Teaching Decision Making
- Facilitating Serious Play
- Do Activities of Consultants and Management Scientists Affect Decision Making by Managers?
- Risk Communication in Organizations
- Structuring the Decision Process: An Evaluation of Methods
- Strategy Workshops and “Away Days” as Ritual
- Troubling Futures: Scenarios and Scenario Planning for Organizational Decision Making
- Subject Index
- Personal Name Index: Includes All Referenced Authors
Abstract and Keywords
Management researchers have made few attempts to study strategy events and to build explanations from theories. In particular, the management literature has failed to explain why the social dynamics, the often intense emotional experiences of participants, and the intended strategies formed at these events are not always realized after the event. This article uses the ritual theory, developed by anthropologists, in order to shed light on these processes. In particular, this entails a focus on theories of rites of passage and of ritualization. This article describes a “typical” strategy event and discusses the similarities between this event and a rite of passage. Then, it uses ritual theory to analyze this case study and explain the phenomena that arise during and following the event. Finally, it suggests areas of future research and offers some advice for managers and facilitators of such events.
Nicole Bourque (PhD in social anthropology, University of Cambridge) is a senior lecturer in Social Anthropology in the Department of Sociology, Anthropology and Applied Social Science at the University of Glasgow, Scotland. She is also a research associate of AIM Research. Her main research interests are ritual and religious change. She has carried out fieldwork looking at the economics of festivals, ritual symbolism, syncretism, and religious conversion in the Andean regions of Ecuador and Bolivia. She has also carried out research on conversion to Islam and the processes of identity reformation in Scotland. More recently, she has turned her attention to the use of anthropological ritual theory in the analysis of corporate strategy events.
Gerry Johnson is the Emeritus Professor of Strategic Management at Lancaster University Management School and Senior Fellow of AIM Research. He received a BA in anthropology from University College London and his PhD from Aston University. His research interests are in the field of strategic management practice, in particular with regard to strategy development and change in organizations. He has published in the Academy of Management Review, Academy of Management Journal, Journal of Management Studies, Strategic Management Journal, Organization Studies, British Journal of Management, and Human Relations. He serves on the editorial boards of the Academy of Management Journal, Strategic Management Journal, and the Journal of Management Studies. He is also co‐author of Europe's best selling strategic management text, Exploring Corporate Strategy (Prentice Hall).
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