This article explores the discursive mechanisms by which managers include and exclude others from the broader strategizing process in the context of management meetings. Based on a longitudinal, inductive case study at a Scandinavian university, this article shows how managers construct participation by (1) assigning responsibility for project tasks to different actors and in different ways, and by (2) justifying responsibility assignments. As managers use different sets of discursive practices, the justifications remain straightforward or evolve over time, thereby creating different patterns of participation. This study contributes to the literature on the construction of participation by showing how managers use discursive mechanisms to enable alternative means to top-down strategizing, and demonstrating how participation is linked to the interpretation of issues in conversation.

本文探讨了管理者会议中管理者通过其将其他人包括在更广泛的战略制定过程中或从中排除其他人的讨论机制。基于对斯堪的纳维亚大学的纵向归纳式案例研究，本文显示了管理者如何通过（1）以不同的方式和不同的方式将项目任务的责任分配给参与者以及通过（2）证明责任分配的合理性来构建参与。当管理者使用不同的话语练习集时，理由仍然很简单，或者随着时间的推移而发展，从而形成了不同的参与模式。这项研究通过展示管理者如何使用话语机制来实现自上而下的战略制定的替代手段，从而为参与结构研究提供了文献资料