In the early stages of this paper's development, Nandan Choudhury passed away. This paper is dedicated to Nandan and his creative insights, which provided the foundation for this paper.
The seeking of strategy where it is not: Towards a theory of strategy absence
Version of Record online: 9 NOV 2006
Copyright © 1995 John Wiley & Sons, Ltd.
Strategic Management Journal
Volume 16, Issue 4, pages 313–323, 1995
How to Cite
Inkpen, A. and Choudhury, N. (1995), The seeking of strategy where it is not: Towards a theory of strategy absence. Strat. Mgmt. J., 16: 313–323. doi: 10.1002/smj.4250160405
- Issue online: 9 NOV 2006
- Version of Record online: 9 NOV 2006
- Manuscript Revised: 26 JUL 1994
- Manuscript Received: 8 AUG 1993
- strategy absence;
- patterns of decision making;
- constructive ambiguity
Strategy researchers are preoccupied with the study of existing strategy systems and processes, with the result that they do not question situations where a strategy is expected to exist but does not. The investigation of such voids is likely to enhance greatly the understanding of the nature of organizational strategy, both in its presence and in its absence. The perspective offered in this paper is that strategy absence is a legitimate phenomenon of interest to business management scholars.