Owners'strategizing in the family firm — Dialogue as an Influential practice
By combining literature on dialogues and strategy as practice, the purpose of this paper is to explore the role of family business owners’ strategic dialogues. Relying on a case study approach we follow the strategic dialogue in two family firms over a period of four years. Our results lead to a set of statements about the characteristics and outcomes of the strategic dialogue where the ownership dimension is prominent. The strategic dialogue entails formal and unconscious power struggles where the institutionalization of arenas for the strategic dialogue excludes important stakeholders but also lead to the absence of potentially important dialogues.
|Date of creation:||20 Oct 2011|
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