In this paper we develop a theoretical framework for understanding failure in processes of organizational strategizing. Drawing on an intensive, longitudinal field study of organizational decision making, we examine the attempts and ultimate failure of members of a British symphony orchestra to construct an artistic strategy for their organization. We argue that failure in organizational strategizing can be understood as resulting from the interplay of certain elements of organizational discourse and specific kinds of political behaviour. Specifically, we propose a model of organizational strategizing 'episodes' that comprises four distinct stages. We argue that for each stage, there are particular discursive and political factors that can lead to failure.
2005-09-14
MANOBRAS FALHADAS. Lembram-se daquela banda dos anos oitenta chamada Orchestral Manoeuvres in the Dark? Pois bem, metaforicamente (ou nem por isso) dá título a um artigo sobre estratégia que retrata o falhanço duma orquestra sinfónica. Haverá aqui alguma semelhança com o Balet Gulbenkian? O artigo em questão, saído no Journal of Management Studies (Volume 40, N.º 1) de Janeiro de 2003, intitula-se "Orchestral Manoeuvres in the Dark: Understanding Failure in Organizational Strategizing" e é da autoria de Sally Maitlis e Thomas B. Lawrence:
