Alexandra Ettlin
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Ettlin
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Alexandra
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+41 71 224 3917

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  • Publication
    Top management engagement in strategic sensemaking: A practice perspective on strategizing as transcending
    ( 2017)
    Ettlin, Alexandra
    ;
    Grand, Simon
    We argue that strategic sensemaking transcends specific situations and interactions, by relating them to overarching organizational dynamics. This takes place in different instances: when different organizational actors and activities interact during the strategy process (Floyd & Wooldridge, 2000): through the formation of strategy accounts, which shape collective strategic meaning making in the organization (Maitlis, 2005; Rouleau & Balogun, 2011), or in strategic moves, e.g. the re-structuring of the value creation process and investments in new technologies, or changing business models (Corley & Gioia, 2004; Helms-Mills, 2003). Such transcendence does not take place automatically, but requires top management engagement (Grand, 2016) – reflecting, re-framing, interpreting and valuing particular issues, topics and decisions related to the organization’s development. We identify top management’s situated engagement as an essential element in understanding such “moments of transcending” between local and wider contexts in strategic sensemaking. To conceptualize top management’s engagement in this perspective, we mobilize insights from practice-based approaches in convention theory (Grand, 2016; Thévenot, 2007).
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/102988
  • Publication
    Keeping Organizational Performance on Track : A Process Perspective on Managerial Justification Practices in Strategizing
    (Not specified, 2015-06-24)
    Grand, Simon
    ;
    Ettlin, Alexandra
    This study analyzes how managerial justification practices allow for mindfully keeping organizational performance on track. We understand mindfully keeping organizational performance on track as the ongoing managerial work of exploring new opportunities and expanding organizational competence in strategizing (Hernes & Irgens, 2012). This process is characterized by fundamental uncertainty, which makes justification of novel decisions, initiatives and perspectives particularly important, yet also particularly difficult. Through justification, management actively shapes symbolic environments and organizational knowledge structures - which contextualize the future development of organizational performance - and which are, at the same time, shaped by this development. In a process perspective, we describe and analyze managerial justification practices in strategizing as inherently temporal, distinguishing them in three ways: first, according to their "temporal references", which can be described through temporalities (past, present, future); second, according to their "temporal dynamic", which describes how justification practices shift over time; third, according to their impact on "speed", which characterizes how fast justification practices scale and mobilize themes, initiatives and decisions in an organization. Our study empirically examines managerial justification practices in a Swiss software engineering company after leadership change.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/106269