Handbook of Organizational Learning and Knowledge Management, Second Edition

Process Dominant Logics

Discussions of dominant logic thus far have focused at a general level. We use the term to refer to the mindset, casual map, or mental model of the top management team. However, the exact contents in the dominant logic are usually left unspecified. Most of the time, we assume dominant logic represents the strategic concepts and causal relations among these concepts because it is mostly applied to illustrate the strategies used by management teams. Of course, given strategic success, this logic condenses into many other visible and invisible features of the organization.

We want to focus briefly on the processes that top management teams develop to make decisions. Top management teams often develop stable ways of making strategic decisions. Like most other teams, top management team members over time develop a process logic that guides how they voice opinions, seek information, resolve differences, and make the final decision. Previous experiences, political dynamics, preference of the CEO, and interactions among members influence the process logic that emerges. Once created, the process logic as a component of the dominant logic endures and guides how strategic decisions are made. Unlike the issue-oriented aspects of a dominant logic that focuses on strategic concepts and their causal relationships, a process dominant logic focuses on the team processes involved in the top management team.

Considering the process aspects of dominant logic suggests a richer ...