Strategy as practice or parody? A case study of the strategic plan in a university

The paper shows, based on a case study of the production of a strategic plan at a fairly traditional university, the problems and potential meaninglessness of working with strategic plans in this type of setting, characterized by strong professional norms. Senior people involved in the strategy work raise strong doubts over, and distancing from, the process and outcome. Possible meanings of the strategic plan, in addition to having a (‘real’) strategy for the university, such as communicating a brand image, identity construction, or producing an image of rational management, backfired. The paper raises doubts about the strategic planning view, but also about strategy in practice or as process. An alternative understanding of strategy is proposed: strategy as parody.