Purpose

Taking the dialogic organizational development perspective, this study aims to investigate the framing processes when engaging in dialogue for strategy implementation and how these enable the evolution of implementation opportunities.

Design/methodology/approach

Through a qualitative exploratory study conducted in a large multinational, the authors analyse the dialogue and interactions among 25 dyads when identifying opportunities to contribute to strategy implementation. The data analysis relies on a process-coding approach and linkography, a valuable protocol analysis for identifying recursive interaction schemas in conversations.

Findings

The authors identify four main framing processes – shaping, unveiling, scattering and shifting – and provide a framework of how these processes affect individuals’ mental models through increasing the tangibility of opportunities or elevating them to new value hierarchies.

Research limitations/implications

From a theoretical perspective, this study contributes to the strategy implementation and organizational development literature, providing a micro-perspective of how dialogue allows early knowledge structures to emerge and shape the development of opportunities for strategy implementation.

Practical implications

From a managerial perspective, the authors offer insights to trigger action and change in individuals to contribute to strategy when moving from formulation to implementation.

Originality/value

Rather than focusing on the structural control view of strategy implementation and the role of the top management team, this study considers strategy implementation as a practice and what it takes for organizational actors who do not take part in strategy formulation to enact and shape opportunities for strategy implementation through constructive dialogue.

中文翻译：

---

战略实施对话：框架流程如何促进新机遇的演变

目的

从对话组织发展的角度来看，本研究旨在调查参与战略实施对话时的框架过程，以及这些过程如何促进实施机会的演变。

设计/方法论/途径

通过在一家大型跨国公司中进行的定性探索性研究，作者分析了 25 个二人组在确定为战略实施做出贡献的机会时的对话和互动。数据分析依赖于过程编码方法和链接术，这是一种有价值的协议分析，用于识别对话中的递归交互模式。

发现

作者确定了四个主要的框架过程——塑造、揭示、分散和转移——并提供了一个框架，说明这些过程如何通过增加机会的有形性或将其提升到新的价值层次来影响个人的心理模型。

研究局限性/影响

从理论角度来看，本研究对战略实施和组织发展文献做出了贡献，提供了对话如何使早期知识结构出现并塑造战略实施机会发展的微观视角。

实际影响

从管理的角度来看，作者提供了引发个人行动和改变的见解，以便在从制定到实施的过程中为战略做出贡献。

原创性/价值

本研究没有关注战略实施的结构控制观点和高层管理团队的作用，而是将战略实施视为一种实践，以及不参与战略制定的组织参与者如何制定和塑造战略机会通过建设性对话实施。