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Generating managerial commitment and responsibility
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DOI：10.1057/palgrave.emr.1500027.png)
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Abstract
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Our purpose is to re-orient future research on commitment by framing it in terms of responsibility. We define commitment as an obligation to serve an interest even if that interest is distinct from self-interest, and assume that committed managers are responsible managers. Discouraged by the literature on commitment to strategy we used literature inspired by Jungian psychology to suggest that playful processes may generate such commitment. Following these ideas, as action researchers, we staged strategy retreats for three unrelated groups of company leaders, hoping to induce and observe moments in which people were open enough to be imaginative and spontaneous. We found that participants collectively embodied themselves in the strategy content they were developing. They made themselves vulnerable to the group by doing so, and at some stage the process became irreversible. To the extent they did this, which happened in two of the three cases, the managers committed to the strategy content and, hence, acted responsibly. European Management Review (2005) 2, 48-58, advance online publication, 27 May 2005 doi:10.1057/palgrave.emr.1500027
Keywords:
strategy
practices
commitment
responsibility
serious play
action research
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