« This paper advances the debate on deliberate versus emergent strategy by exploring the everyday strategizing practices actors use to shape strategy processes and the implications of these practices in deliberate and emergent strategy-making. Our findings are based on an in-depth single case study following the real-life evolution of the negotiations of a retrocession cover – an annual routine strategy process within the reinsurance sector crucial in shaping the strategic portfolio and securing the long-term viability of reinsurance companies. We develop a conceptual model explaining strategy-making as a process of “structured emergence” which explains strategy-making processes as both deliberate and emergent. Our concept of structured emergence expresses the association between the structured processes of formal strategy-making and the way that managers’ strategizing practices enable them to account for emergent issues within such structured formalized processes. Our article also responds to calls to study strategy processes at various levels of organizations other than high level corporate planning processes and to examine a wider portfolio of actors as strategists other than typical distinctions between top managers as strategy formulators and initiators and lower level managers as strategy implementers and recipients. »
Présenté conjointement par le Groupe d'étude sur la pratique de la stratégie (GéPS) et la Chaire en gestion stratégique en contexte pluraliste.
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