Strategy workshops facilitating and constraining strategy making

Purpose – The purpose of this paper is to propose a new framework for exploring the key elements of strategy workshops and provide empirical evidence on how these can influence strategy making within a firm. Design/methodology/approach – The research is based on structuration theory and the “practice” view of strategy. The empirical data are based on a longitudinal case study, including ethnographic data, extensive observations and interviews. Findings – The findings show that strategy workshops are institutionalized as part of a firm's strategy‐making process, and provide a forum for strategic discourse facilitated through knowledge‐sharing and/or promotion of strategic consensus. Strategy workshops may, however, also constrain strategy making through opposition and rejection of participation which may lead to strategic paralysis. Practical implications – This research propose guidelines for managers on the effective preparation and management of strategy workshops. Originality/value – The paper provides a new framework to explore key elements of strategy workshops and evidence of how these influence strategy making. The research highlights the dualistic nature of strategy workshops in strategy making.