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Interpreting strategic issues: making sense of "1992"

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Organizations gather and interpret information regarding environmental events that are then validated and prioritized as strategic issues. As strategic issues are by nature uncertain and ambiguous, multiple meanings and multiple ways of knowing are possible. While previous research has demonstrated the influence of organizational strategy and structure on this process, this paper explores the impact of national context by comparing the stories of how two banks, one in Denmark and one in Spain, went about making sense of a strategic issue, "1992". Finally, the role of "broader" institutional pressures, beyond national boundaries, is questioned

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