Strategy as Practice and the Narrative Turn

Abstract

This paper argues that organizational communication research, and in particular a perspective that focuses on narrative, can contribute in important ways to understanding the practices of strategy. Narrative is believed to be critical to sensemaking in organizations, and multiple levels and forms of narrative are inherent to strategic practices. For example, narrative can be found in the micro-stories told by managers and others as they interact and go about their daily work, in the formalized techniques for strategy-making whether or not the techniques are explicitly story-based, in the accounts people give of their work as strategy practitioners, and in the artefacts produced by strategizing activity. After exploring applications of narrative approaches to strategy praxis, practices, practitioners and text, we review two concepts that might serve to integrate micro and macro levels of analysis. Overall, narrative is seen as a way of giving meaning to the practice that emerges from sensemaking activities, of constituting an overall sense of direction or purpose, of refocusing organizational identity, and of enabling and constraining the ongoing activities of actors.