Abstract: This study uses pictorial animal metaphor imagery to explore organisational identity through two novel methods: a pictorial based survey instrument and a card-sort exercise. These are based on a ‘tall’ ontology linking micro-level praxis with structures and systems in the outside social world to explore discursive strategy practices and expand the boundaries of what is considered strategy. Animal images are important objects of emotional and mystic attachment and can help prioritise questions about which identities are appropriate, focusing strategists on the organization’s primary values, vision or mission(s) before debates about performance can occur. Pictures play a key role in this process, with narratives helping to recursively constitute an organization and its actors in an ongoing ‘metaconversation’ about the meaning and purposes of the organization.

Abstract: Our research focusses on the ‘uniqueness paradox’ in acquisitions and how organizational leaders can overcome this paradox through voluntary communications. The ‘paradox’ stems from the following: Acquisitions are critical to managers’ efforts to improve competitive advantage, however, markets downgrade these deals, often because they are uncertain about how to evaluate these deals, particularly if the deal is a unique combination of organisations for which there are no precedents. We focus on a particular type of reactive impression management, the skilful deployment of voluntary communications, in order to assess whether these communications are associated with lower levels of analysts’ evaluative uncertainty. Broad empirical support for our theoretical arguments is shown in a 10-year sample of 6,138 deals and18,264 interim news events.

Abstract: A major challenge of newly appointed CEOs is to establish a network of individuals with whom they work closely on important issues. These individuals are the immediate collaborators of the CEO and constitute the strategic apparatus of the organization, which might include some top managers, members of board of directors, or key supporting staff. Without establishing an effective strategic apparatus, it is unlikely that new CEOs can achieve their agenda and to direct their organization effectively. In this paper, we draw on a longitudinal qualitative study of eight firms and identify how new CEOs create their strategic apparatus of different configurations, depending on various personal and organizational contexts. Moreover, we show the mechanisms of how the strategic apparatus evolves and changes over time.

Abstract: Strategy tools are frequently used in organization and widely taught. However, the real impact of strategy tools in practice is still uncertain. In addition, strategy tools can actually also introduce misunderstandings and are by no means guarantees for establishing shared meaning. We analyse the viewing pattern of 98 users, i.e., their eye movements, and explore significant patterns and their predictive value for tools understanding. With these insights, we provide decision-makers who use strategy tools in practice with insights on how to improve shared meanings in organizations. Furthermore, the insights can influence how we teaching strategy tools.