From scattered to coherent – strategizing processes of a multinational corporation

Developing a dynamic-strategy perspective, which considers strategizing as practice rather than an outcome, we are able, applying case studies, to capture processes that explain how common cognitive frames are constructed, altered, tested through actions and re-constructed. Capturing several iterations of these processes allow us to understand how new strategy emerges from actors’ strategizing scattered across the organization and how it eventually becomes part of the formal strategy of a multinational corporation. These findings add to the understanding of strategizing as bottom-up social processes that form new meaning, structures and actions.