ABSTRACT
Strategy has been defined as “situated, socially accomplished activity” (Jarzabkowski, Balogun, & Seidl, 2007, pp. 7–8), who go on to state that “strategizing comprises those actions, interactions and negotiations of multiple actors and the situated practices that they draw upon in accomplishing that activity.” Strategy work is thus connected with particular types of practices, such as strategy meetings (Jarzabkowski & Seidl, 2008) and strategy workshops (Prashantham, Bourque, Floyd, & Johnson, 2010; Seidl, MacIntosh & MacLean, 2006; Schwarz, 2009), which can be understood as focal points for the strategic activities of organizational members (Jarzabkowski & Seidl, 2008). One recommendation for analyzing strategic communication as a situated, socially accomplished activity is to focus on management teams and their communicative activities and practices in relation to strategy formulation (Jarzabkowski & Seidl, 2008).
