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Framing Contests: Strategy Making Under Uncertainty

机译:框架竞赛:不确定性下的策略制定

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I develop a model of framing contests to elucidate how cognitive frames influence organizational strategy making. By using ethnographic techniques to study the day-to-day practices of strategy making in one firm, I examine the ways actors attempted to transform their own cognitive frames of a situation into predominant frames through a series of interactions. Frames are the means by which managers make sense of ambiguous information from their environments. Actors each had cognitive frames about the direction the market was taking and about what kinds of solutions would be appropriate. Where frames about a strategic choice were not congruent, actors engaged in highly political framing practices to make their frames resonate and to mobilize action in their favor. Those actors who most skillfully engaged in these practices shaped the frame that prevailed in the organization. This framing perspective suggests that frames are not only instrumental tools for the ex post justification of actions taken through power, but rather are an ex ante part of the political process that produces decisions. Uncertainty opens up the possibility for new actors to gain power, and contesting frames is a way of changing the power structures in the organization. A principal contribution of the framing contests model is to locate a middle ground between cognitive and political models of strategy making, one in which frames are both constraints and resources and outcomes can be shaped by purposeful action and interaction to make meaning.
机译:我开发了一个框架竞赛模型,以阐明认知框架如何影响组织战略制定。通过使用人种志技术研究一家公司的日常战略制定实践,我研究了行为者试图通过一系列互动将自己的情况认知框架转变为主要框架的方式。框架是管理者从其环境中理解模糊信息的方法。每个参与者都有关于市场发展方向以及哪种解决方案合适的认知框架。在战略选择框架不一致的情况下,行为者会采取高度政治化的框架做法,以使其框架产生共鸣并动员各方采取有利于他们的行动。那些最熟练地参与这些实践的演员塑造了组织中普遍存在的框架。这种构架的观点表明,框架不仅是事后证明通过权力采取的行动的工具,而且是制定决策的政治过程的事前部分。不确定性为新参与者赢得权力提供了可能性,而竞争框架是改变组织中权力结构的一种方式。框架竞赛模型的主要作用是在战略制定的认知模型和政治模型之间找到一个中间点,其中框架既是约束,资源和结果也可以通过有目的的行动和互动来形成意义。

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