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Chapter 34 - Meetings and Workshops as Strategy Practices

from Part V - Substantive Topic Areas

Published online by Cambridge University Press:  11 March 2025

By
David Seidl ,
Stéphane Guérard  and
Tania Räcker
Edited by
Damon Golsorkhi ,
Linda Rouleau ,
David Seidl  and
Eero Vaara
Damon Golsorkhi
Affiliation:
emlyon Business School
Linda Rouleau
Affiliation:
HEC Montréal
David Seidl
Affiliation:
Universität Zürich
Eero Vaara
Affiliation:
Saïd Business School, University of Oxford
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Summary

David Seidl, Stéphane Guérard and Tania Räcker review and synthesize the extant literature on the role of meetings in the context of strategy. They show that meetings involve various meeting practices, that they serve many different (manifest and latent) functions, and that their effects on the respective organization depend on the ways in which they are integrated into larger series of meetings. In addition to that they examine the literature on strategy workshops, as particular types of meetings. They explain that workshops allow suspending the existing organizational structures and, in this way, provide a platform for strategic reflection. They also report on various empirical studies that have examined the effectiveness of different workshop designs. Based on the review of the existing literature, the authors outline an agenda for future research on meetings and workshops.

Keywords

strategy as practicepractice approachmeetingsworkshops
Type
Chapter
Information
Cambridge Handbook of Strategy as Practice , pp. 620 - 637
Publisher: Cambridge University Press
Print publication year: 2025

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References

Acknowledgement

We thank the Swiss National Science Foundation for having funded this research project (SNF number: 100014_130338).

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