How Strategies Fare in Organizations : Strategy Adjustment and Image Formation

Strategies for change in organizations often have unintended effects, and their intended effects are not always achieved. In this article, some aspects of the dynamics of such strategies are analyzed. Strategies are shown to be transformed in the course of processes of change, especially as a result of organizational culture. Moreover, different organizational groups develop divergent images of strategy and the strategy agent, as a result of interaction being influenced by structural conditions. The study is based on data from a social simulation experiment