ABSTRACT
For this chapter summary, we offer something different. We present our summary in the form of a few questions and sub-questions. In this way, we pose some thoughts that people may wish to think about when they are trying to address our case study insights in their own practices.
Is the business unit held back by their local legitimacy, or are the higher-order fields lacking perception about the unit’s attributes or values?
Would perhaps establishing the neo-institutional legitimacy aspects of a field would clarify the isomorphic drivers and add insight to any discussion or developments?
Do the business unit and the higher order stakeholders share the same values or objectives? Is the purpose of the organisation clear?
At surface level, the organisational purpose and the nature of the generated value may appear self-evident; exploring this in more depth may reveal some subtlety and insights.
What is the scope of a strategy session? Will participants include or exclude aspects of their profession?
Will participants just explore what they perceive as “management”, or will the profession or service be included? If not, where is this developed and how does this link in?
