Paper short abstract:

This paper looks at a collaborative project with researchers in Management Science. We used theories of rites of passage and ritualisation to analyse corporate strategy away days. We developed a useful model, but had to learn how anthropologists think and work differently from management scientists.

Paper long abstract:

This paper looks at collaborative work I have done with researchers in Management Science. Every year, millions of pounds are spent on corporate away days where new strategies for the company are proposed and discussed. Action plans are agreed, but very few of these strategies are put in place once every one returns to work. I was approached by a team of management scientists who specialise in strategy work shops and away days. They thought that the stages of rites of passage might be a useful model to explore the liminality and communitas that occurs while people are away. I noted that theories of ritualisation would also be helpful. I was invited to joint the project. We did participant observation at strategy away days, content analysis of strategy documents and interviews and focus groups with CEO, senior management and away day participants with 10 large corporations. Using both management and anthropological theories, we developed a model which explains why strategy away days work or don't work. Working with Management Scientists was an interesting experience for me (and for them). I had to get used to people who were very positivist in their research. They had to get used to someone who took an interpretive, subjective and reflective point of view. I also trained them in how to do ethnographic fieldwork. Working with them was like doing fieldwork as I had to learn 'the native's point of view'.