Teams at the Top: Revisiting the Structure and Effects of Strategic Work in Top Management
This paper examines the usage and effects of small work groups by top management in the course of guiding an organization's strategy process. Reviewing evidence from research literatures on strategy process, strategic leadership, and small groups, I propose that a more fluid set of team boundaries among executives may represent a tool deliberately used by executives to structure their work and manage the strategy process, rather than being a methodological or managerial roadblock. Then, using qualitative field data from two large companies, I develop a typology of strategy teams and their impact on the organization and the strategy process itself. The resulting image of team-based, strategic work in top management suggests novel insights into the activities, tasks, and routines of strategic leadership, and thus contributes to burgeoning work on the microfoundations and practice of strategy.
Keywords: Management Teams;
Management Analysis, Tools, and Techniques;
Dillon, James R. "Teams at the Top: Revisiting the Structure and Effects of Strategic Work in Top Management." Paper presented at the Transatlantic Doctoral Conference, London Business School, 2010.