Strategy through a Cultural Lens

Abstract

In the spirit of recent pleas for management research to engage with both the world of theory and the world of practice, this article reports on interactive work with managers which has sought to explore how their understanding of organization culture informs deliberations on strategy development and strategic change in their organizational settings and, in turn, informs our theoretical understanding of the links between organizational culture and management. The article provides case examples of such deliberations and discusses the implications for the concept of collective cognition, the significance of organizational routines and the management of strategic change.