Skills, Knowledge and Organisational Performance

Learning to Strategise: Problems of Practise

This paper introduces a pilot study from a wider research project on how company directors learn to strategise. The problem of strategy learning is framed within a conceptualisation of strategy practice as both micro and macro phenomena. This dual framing helps explain both the formalistic nature of strategists’ learning and their difficulties in putting their learning into practice. The paper concludes by outlining a proposal for further research and inviting suggestions.

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