Book contents
- Cambridge Handbook of Strategy as Practice
- Cambridge Handbook of Strategy as Practice
- Copyright page
- Contents
- Figures
- Tables
- Boxes
- Contributors
- Preface to the Third Edition
- Introduction: What Is Strategy as Practice?
- Part I Ontological and Epistemological Questions
- Part II Theoretical Resources: Social Theory
- Part III Theoretical Resources: Organization and Management Theories
- Part IV Methodological Resources
- Part V Substantive Topic Areas
- Chapter 33 Strategic Planning as Practice
- Chapter 34 Meetings and Workshops as Strategy Practices
- Chapter 35 The Role of Materiality in the Practice of Strategy Revisited
- Chapter 36 Participation in Strategy Work
- Chapter 37 Open Strategy as a New Form of Strategizing
- Chapter 38 The Role of Emotions in Strategizing
- Chapter 39 Temporality in Strategy as Practice
- Chapter 40 Multimodality in Strategy-as-Practice Research
- Chapter 41 The Role of Play in Strategizing
- Chapter 42 Feminist Perspectives on Doing Strategy-as-Practice Research
- Chapter 43 At the Interface of Extreme Contexts and Strategy as Practice
- Index
- References
Chapter 34 - Meetings and Workshops as Strategy Practices
from Part V - Substantive Topic Areas
Published online by Cambridge University Press: 11 March 2025
Book contents
- Cambridge Handbook of Strategy as Practice
- Cambridge Handbook of Strategy as Practice
- Copyright page
- Contents
- Figures
- Tables
- Boxes
- Contributors
- Preface to the Third Edition
- Introduction: What Is Strategy as Practice?
- Part I Ontological and Epistemological Questions
- Part II Theoretical Resources: Social Theory
- Part III Theoretical Resources: Organization and Management Theories
- Part IV Methodological Resources
- Part V Substantive Topic Areas
- Chapter 33 Strategic Planning as Practice
- Chapter 34 Meetings and Workshops as Strategy Practices
- Chapter 35 The Role of Materiality in the Practice of Strategy Revisited
- Chapter 36 Participation in Strategy Work
- Chapter 37 Open Strategy as a New Form of Strategizing
- Chapter 38 The Role of Emotions in Strategizing
- Chapter 39 Temporality in Strategy as Practice
- Chapter 40 Multimodality in Strategy-as-Practice Research
- Chapter 41 The Role of Play in Strategizing
- Chapter 42 Feminist Perspectives on Doing Strategy-as-Practice Research
- Chapter 43 At the Interface of Extreme Contexts and Strategy as Practice
- Index
- References
Summary
David Seidl, Stéphane Guérard and Tania Räcker review and synthesize the extant literature on the role of meetings in the context of strategy. They show that meetings involve various meeting practices, that they serve many different (manifest and latent) functions, and that their effects on the respective organization depend on the ways in which they are integrated into larger series of meetings. In addition to that they examine the literature on strategy workshops, as particular types of meetings. They explain that workshops allow suspending the existing organizational structures and, in this way, provide a platform for strategic reflection. They also report on various empirical studies that have examined the effectiveness of different workshop designs. Based on the review of the existing literature, the authors outline an agenda for future research on meetings and workshops.
- Type
- Chapter
- Information
- Cambridge Handbook of Strategy as Practice , pp. 620 - 637Publisher: Cambridge University PressPrint publication year: 2025
References
Acknowledgement
We thank the Swiss National Science Foundation for having funded this research project (SNF number: 100014_130338).
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