Strategy Making as Polyphony: H ow M anagers L everage M ultiple V oices in P ursuing A gility
研究了管理者在追求组织敏捷性时，如何通过三种实践引入更广泛的利益相关者声音，并提出了“战略制定作为复调之轮”框架，对管理实践和研究有启示。
Although agility is often associated with rapid speed and flexibility, having processes for “deep reflection” is also crucial. This includes the need for collective dialogs across and outside organizations to build greater awareness of, and attention to, strategic issues. How do managers involve a wider range of stakeholder voices in strategy as they pursue agility? This article identifies three practices that synergistically contribute to agility and conceptualizes them in a framework for managers called the “Strategy Making as Polyphony Wheel.” The work outlines several implications for managerial practice and research.