The Role of Strategy Workshops in Strategy Development Processes : Formality, Communication, Co-ordination and Inclusion

By G. Hodgkinson, Richard Whittington, G. Johnson, M. Schwarz. 2006

295 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/fbdb80ec5a8bfd8ff277812fd7d12ca01c9625dd

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Opening Up: How Centralization Affects Participation and Inclusion in Strategy Making (2017, background): “…authority is concentrated at the topmost level of the organization’s hierarchy; in less centralized (decentralized) organizations, the authority of decision-making is delegated to the middle management or frontline employees (Ghoshal and Nohria, 1989; Huber et al., 1990; Pugh et al., 1968, 1969).”
Testing and Visualizing Strategic Consensus Within and Between Teams (2011, methodology): “The use of SCM is illustrated with a field study which also includes a strategic intervention, responding to the call to advance the methodological tools to test the effectiveness of strategic interventions (Hodgkinson et al., 2006; Hodgkinson and Healey, 2008).”
Toward a (Pragmatic) Science of Strategic Intervention: Design Propositions for Scenario Planning (2008, background): “A recent UK survey showed that over a third of organizations use scenario planning in their strategizing (Hodgkinson et al. 2006), and earlier surveys have shown its usage is similarly widespread in mainland Europe (Malaska 1985) and the USA (Linneman and Klein 1983).”
Strategy tools as boundary objects (2009, background): “Sharing strategic information tends to occur within communicative episodes, such as discussions in strategy workshops (Dyson, 2004; Hodgkinson et al., 2006).”
Using strategic performance measurement systems for strategy formulation: Does it work in dynamic environments? (2012, background): “creation of a forum for communication, discourse elaboration and discussion; and establishment of procedures for making collective decisions) (Hodgkinson et al., 2006; Langley, 1988; Nadkarni and Barr, 2008), it is reasonable to expect that SPMS foster awareness and shared understanding by top manag”