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Strategic management as multi-contextual sensemaking in intermediate organizations

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  • Steinthorsson, Runolfur Smari
  • Söderholm, Anders

Abstract

Traditional strategic theory often provides limited means for dealing with the strategic management problems of organizations operating between societal sectors. This article thus uses the case of three industrial development organizations in developing an understanding of strategic management in organizations that operate under multi-contextual conditions. It is concluded that such organizations lack any clear mandate to act, any sound resource base, or any domain of their own, and that all these have to be created as part of the organizations' strategic management process. The implications of this line of reasoning for the general strategic management process are discussed in the closing section of the article.

Suggested Citation

  • Steinthorsson, Runolfur Smari & Söderholm, Anders, 2002. "Strategic management as multi-contextual sensemaking in intermediate organizations," Scandinavian Journal of Management, Elsevier, vol. 18(2), pages 233-248, June.
    • Handle: RePEc:eee:scaman:v:18:y:2002:i:2:p:233-248
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    Cited by:

    1. Thomas Hanke & Wolfgang Stark, 2009. "Strategy Development: Conceptual Framework on Corporate Social Responsibility," Journal of Business Ethics, Springer, vol. 85(3), pages 507-516, April.
    2. Yanica P. Dimitrova, 2020. "Corporate Social Responsibility and Innovation – the Meaningful Connection," Economic Studies journal, Bulgarian Academy of Sciences - Economic Research Institute, issue 4, pages 89-108.

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