The Affordances of Strategy Mapping

Abstract

Little research has focused on the role of strategy map and its affordances when developing a joint account of strategy in the context of a multidivisional organization. Building on the Strategy-As-Practice (SAP) research agenda, this paper draws attention to the affordances of the strategy map in creating collective meaning around strategy to advance the achievement of strategic targets. The study utilizes ethnographic action research and longitudinal multilevel data from a case organization, observations from 105 strategy workshops and 42 interviews, and an analysis of strategic documents from a 10-year period (2012-2021). The study contributes to the discussion about the affordances of strategy tools-in-use by identifying four specific affordances of enacting strategy mapping: 1) inclusive, 2) reconstructive, 3) comprehensive, and 4) persuasive, which enable the creation of joint account of strategy in a pluralistic organization by focusing the strategists’ attention toward the vision and goals of the city. Thus, the study highlights the specific affordances of the strategy map as a tool-in-use.