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The State of Liminality in Successive Strategic Episodes

In order to shed light on the effectiveness of successive strategic episodes in bringing about strategic and cultural change, we build on the ritualization theory and explore the way the liminal state in episodes organized both at the central and later at the local level of the organization influence the way an intentional strategic change is achieved. Based on a five-year case study on a corporate brand driven strategic change and its internal implementation through a series of strategic workshops, we explore and compare the removal, the use of liturgy and the involvement of ritual specialists, and elaborate on their corresponding effect on liminality. Building on the ritualization theory, we were able to shed light on the unwitting change in the key design parameters when transitioning from the central to local level of the organization, which in turn seemed to diminish the state of liminality and the organizational outcomes they produced.