The role of meetings in the social practice of strategy

Paula A. Jarzabkowski, David Seidl

Research output: Contribution to journalArticlepeer-review


This article addresses the recent turn in strategy research to practice-based theorizing. Based on a data set of 51 meeting observations, the article examines how strategy meetings are involved in either stabilizing existing strategic orientations or proposing variations that cumulatively generate change in strategic orientations. Eleven significant structuring characteristics of strategy meetings are identified and examined with regard to their potential for stabilizing or destabilizing existing strategic orientations. Based on a taxonomy of meeting structures, we explain three typical evolutionary paths through which variations emerge, are maintained and developed, and are selected or de-selected. The findings make four main contributions. First, they contribute to the literature on strategy-as-practice by explaining how the practice of meetings is related to consequential strategic outcomes. Second, they contribute to the literature on organizational becoming by demonstrating the role of meetings in shaping stability and change. Third, they extend and elaborate the concept of meetings as strategic episodes. Fourth, they contribute to the literature on garbage can models of strategy-making.
Original languageEnglish
Pages (from-to)1391-1426
Number of pages36
JournalOrganization Studies
Issue number11
Publication statusPublished - Nov 2008

Bibliographical note

The final, definitive version of this paper has been published in Organization Studies, 29(11), November 2008 by SAGE Publications Ltd, All rights reserved. © 2008 SAGE Publications.


  • strategy-as-practice
  • strategy meetings
  • university
  • strategy episodes
  • strategizing


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