Eero Vaara, Anniina Rantakari

How Orchestration Both Generates and Reduces Polyphony in Narrative Strategy-Making

  • Management of Technology and Innovation
  • Organizational Behavior and Human Resource Management
  • Strategy and Management
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Although we have seen a growing interest in participatory strategy-making, there is a paucity of knowledge about the role of polyphony and how it may be orchestrated. Our longitudinal analysis of a revealing case shows how narrative strategy-making unfolded in four temporally overlapping phases: First, a top-down effort to lead participatory strategy-making resulted in polyphony, which was nevertheless largely controlled from the top. Second, it was followed by autonomous narrative strategy-making in units, leading to polyphony that was less but still partly controlled from the top. Third, all this triggered an emergence of counternarratives offering alternatives to the overall narrative, thus generating ‘genuine’ polyphony not controlled from the top. Fourth, partly as a response, top decision-makers launched an update, again seizing more control in polyphony. Thus, our study advances prior research by elucidating how orchestration of participatory strategy-making both generates and reduces polyphony. By so doing, our analysis helps us to move from a dichotomous view of participation and openness towards a more nuanced appreciation of alternative voices and how they may or may not emerge or be controlled in strategy-making.

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