A frame for deframing in strategic analysis

Roger L.M. Dunbar, Raghu Garud, Sumita Raghuram

Research output: Contribution to journalReview article

31 Scopus citations

Abstract

Deframing processes are needed to deal with pervasive change. We describe what is meant by a frame and how strategy analysts develop and rely on frames to help their understanding. We also discuss the limitations of frames and the need in a changing world for people to be able to both frame and deframe to facilitate their understanding. We then present a frame for understanding the deframing process.

Original languageEnglish (US)
Pages (from-to)23-34
Number of pages12
JournalJournal of Management Inquiry
Volume5
Issue number1
DOIs
StatePublished - Mar 1996

All Science Journal Classification (ASJC) codes

  • Business, Management and Accounting(all)
  • Strategy and Management
  • Management of Technology and Innovation

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