Taking power seriously in strategic organizational learning

Abstract

PurposeThis paper argues that failing to grasp thoroughly the influence of power on the strategy‐making process can severely inhibit the potential of strategy making as a vehicle of organizational learning.Design/methodology/approachFirst the organizational learning perspective on strategic management is sketched and an attempt is made to show how it takes the social aspects of organizing more seriously than earlier perspectives on strategy. It is also noted how this iteration responds or at least has the potential to respond to some of the critiques directed at earlier thinking on strategy from critical management studies (CMS). Then CMS's critique of organizational learning theories is noted and the critiques to re‐conceptualize blockages to learning and knowledge creation are built on.FindingsAn attempt has been made to show that, as in earlier perspectives on strategy, there is still insufficient attention being paid to the role of power in strategic change. This places severe limitations on strategic learning that is possible.Originality/valueConcludes by joining other writers in calling for a less managerialist research in strategy.