Strategic Management in an Enacted World

Abstract

There is a debate within strategic management about organizational environments—are they objective, perceived, or both? Still another view of environments, derived from an interpretive worldview, claims that environments are enacted. This paper explores three major implications of the enacted environment concept for strategic management theory and practice: abandoning; the prescription that organizations should adapt to their environments; rethinking constraints, threats, opportunities; and considering the primary role of strategic managers to be the management of meaning.