Strategy formation and corporate citizenship: conversations and decisions that matter
Romme, A. Georges L.
Barrett, Frank J.
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A major deficiency of traditional strategy-making is that most minds within the organisation are not brought into the process. As corporate citizenship becomes imperative, a variety of internal and external stakeholders will seek more involvement in deliberations on business strategy and policy. In this respect, this paper provides a corporate citizenship framework for understanding and designing processes for generating and implementing strategic change. Several generic principles of strategy formation that draws on corporate citizenship are defined: inclusiveness, ethic of reciprocity, psychological safety, ideation and simple rules. These dimensions are illustrated by way of two approaches that have been extensively tested in a variety of organisations: appreciative inquiry and circular organising. We summarise and compare these approaches. As such, a key design parameter appears to be whether the main interest is in ‘conversations that matter’ or ‘decisions that matter’.
RightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.
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