Coauthoring collaborative strategy when voices are many and authority is ambiguous

In interorganizational teams, processes are more complex and structures less clear than in intraorganizational settings. Different perspectives come together authoritative positions often ambiguous, which makes establishing what to do problematic. We adopt a ventriloquial analytical lens pose the question: How exactly team members build collaborative strategy under these conditions, their situated interactions? Our findings show how many different voices (individual, organizational, team, other) shape members’ strategy-making reveal voices’ performative effects: Members established team’s produced needed authority so through three coauthoring practices, namely, proposition, appropriation, expropriation of voices. When switched between practices voices, were either woven or moved apart. sketch conceptualization as relational assemblage develop process model strategy-coauthoring illuminate dynamics.