Shaping Strategy as a Structuration Process
基于对三所大学高层管理者七年的定性分析，提出一个结构化理论框架，将战略塑造视为社会动态过程，并识别出顺序和同时两种模式，在不同制度化情境下效果不同。
Research on top managers' strategizing behavior has addressed how they shape either the structural context or the interpretations of organization members. I offer a struc-turation theory framework integrating these two partial explanations and treating strategy shaping as socially dynamic. A qualitative seven-year analysis of top managers in three universities shows a sequential pattern of shaping strategy first in the action and then in the institutional realm, and also a simultaneous pattern of shaping strategy in both realms at once. Both patterns are successful in weakly institutionalized strategy contexts, whereas the simultaneous pattern is more successful in strongly institutionalized strategy contexts.