Strategy as Practice and Routine Dynamics

2021 ◽  
pp. 481-500
Author(s):  
David Seidl ◽  
Benjamin Grossmann-Hensel ◽  
Paula Jarzabkowski
Keyword(s):  
Strategy As Practice

scholarly journals It’s Practice. But is it Strategy? Reinvigorating strategy-as-practice by rethinking consequentiality

2021 ◽  
Vol 2 (3) ◽  
pp. 263178772110296
Author(s):  
Paula Jarzabkowski ◽  
Mustafa Kavas ◽  
Elisabeth Krull
Keyword(s):  
Active Role ◽  
Empirical Approach ◽  
It Strategy ◽  
Dominant Focus ◽  
Study Strategy ◽  
Strategy As Practice ◽  
Practice Agenda

In this essay we revisit the radical agenda proposed by strategy-as-practice scholars to study strategy as it emerges within people’s practices. We show that, while much progress has been made, there is still a dominant focus on articulated strategies, which has implications for what is seen as strategic. We anchor our argument in the notion of consequentiality – a guiding yet, ironically, constraining principle of the strategy-as-practice agenda. Our paper proposes a deeper understanding of the notion of strategy as ‘consequential’ in terms of both what is important to a wider range of actors and also following the consequences of these actors’ practices through the patterns of action that they construct. In doing so, we offer a conceptual and an empirical approach to reinvigorating the strategy-as-practice agenda by inviting scholars to take a more active role in field sites, in deciding and explaining what practices are strategic.

Being a retailer: narratives not on display

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Damian Ruth ◽  
Frances Gunn ◽  
Jonathan Elms
Keyword(s):  
Decision Making ◽  
Narrative Analysis ◽  
Content Type ◽  
Narrative Approaches ◽  
Actual Nature ◽  
The Everyday ◽  
Business Setting ◽  
Strategy As Practice ◽  
Nuanced Understanding ◽  
Retail Entrepreneurs

PurposeThe purpose of this paper is to explore the everyday tasks and activities undertaken by retailer entrepreneurs and owner/managers when they strategize. Specifically, it interrogates the nature of the intuitive, idiosyncratic strategic agency of a retail owner/manager.Design/methodology/approachThrough adopting a combination of phenomenological and narrative approaches, focussing on illuminating the everyday operational and strategic practices of one retail entrepreneur and owner/manager, a richly contextualized, ideographic account of the procedures and outcomes of their strategizing is provided.FindingsBy revealing narratives that are seldom obvious – often kept behind the counter, and not on display – the authors are able to unravel the social reality of the retailer's decision-making, and the influences of identity, connections with customers and community, emotions and the spirit, and love and family. This study also illuminates how entrepreneurs retrospectively make sense out of the messiness of everyday life particularly when juggling the melding of personal and business realities.Research limitations/implicationsThis paper explores the experiences and reflections of the decision-making of one retail entrepreneur manager within a particular business setting. However, the use of an ideographic approach allowed for an in depth investigation of the realities of strategic practices undertaken by a retail owner that may be extrapolated beyond this immediate context.Originality/valueThis paper develops original insights into the retailer as an individual, vis-à-vis an organization, as well as nuanced understanding of the actual nature of work undertaken by retail entrepreneurs and owner/managers. To this end, this paper contributes to the “strategy-as-practice” debate in the strategic management literature, and to narrative analysis and advances insights to the perennial question: “what is a retailer?”.

Introducing the Strategy as Practice perspective

2010 ◽  
pp. 3-29 ◽  
Author(s):  
Gerry Johnson ◽  
Ann Langley ◽  
Leif Melin ◽  
Richard Whittington
Keyword(s):  
Practice Perspective ◽  
Strategy As Practice

scholarly journals 'Strategy-as-practice' by hospital personnel in hospitals: a scoping review protocol

2021 ◽  
Vol 4 ◽  
pp. 26
Author(s):  
Carolyn Donohoe ◽  
Kate Frazer ◽  
Diarmuid Stokes ◽  
Thilo Kroll
Keyword(s):  
Scoping Review ◽  
Scientific Evidence ◽  
The Body ◽  
Future Research ◽  
Hospital Personnel ◽  
Use Of Resources ◽  
Strategic Process ◽  
Review Protocol ◽  
Strategy As Practice ◽  
Effective Use

Background: Strategy in hospitals is based on distinct principles and rules which lead organisations to act on chosen priorities. Hospitals are struggling to cope with increasing service demands and activity and need to become more responsive to changing environments while demonstrating effective use of resources. Strategizing involves the active process of sensing, planning, implementing and evaluating strategy. Strategy-as-practice is concerned with what people do about strategy in an organisation, as opposed to the traditional focus on what the organisation has as a strategy. It is recognised that there is a disconnection between strategic planning and implementation, however little is known about how organisational context influences the strategic process or how hospital personnel engage in strategic activities. The aim of this scoping review is to explore the literature on strategizing by hospital personnel in hospitals, and will include literature for hospital both professional and managerial backgrounds, to establish the extent and breadth of strategizing or as it is often termed ‘strategy-as-practice’ in hospitals. Methods: The systematic scoping review will search the literature within the databases of PubMed, Embase, CINAHL, PsycINFO, ABI/INFORM (Proquest) and OpenGrey.net to explore the scientific evidence on strategizing in hospitals. The review will be based on the Arksey & O’Malley (2005) framework of five mandatory steps which was updated (Levac et al 2010, Colquhoun et al 2014 & Peters 2015) and is published online by the Joanna Briggs Institute. It will follow the PRISMA-ScP reporting guidelines. Conclusion: A scoping review methodology will provide a framework to explore strategizing in hospitals comprehensively and map the body of literature for this subject, which has not been conducted previously. This review will summarise the evidence on the use of strategy as practice in hospitals.  Based on the findings we will identify knowledge gaps and areas for future research.

scholarly journals Strategic Responses to Wicked Problems of Heritage Management: Experiences from the West Link Infrastructure Project in Gothenburg, Sweden

Land ◽  
2021 ◽  
Vol 10 (10) ◽  
pp. 1032
Author(s):  
Susanne Fredholm ◽  
Maitri Dore ◽  
Sara Brorström
Keyword(s):  
Wicked Problems ◽  
Heritage Management ◽  
Primary Data ◽  
Wicked Problem ◽  
Strategic Responses ◽  
The West ◽  
Infrastructure Planning ◽  
Stakeholder Perspectives ◽  
Working Groups ◽  
Strategy As Practice

Heritage management in infrastructure planning is in this paper regarded as a ‘wicked problem’—a multidimensional and unpredictable activity infused with conflicting stakeholder perspectives. By focusing on the West Link and drawing on theoretical notions of strategy-as-practice, the aim is to identify the circumstances in which paradoxes and dilemmas of wicked problems emerge and examine the professional micro-level strategizing applied to navigate and overcome them. The railway construction was deemed to be a threat to the 17th century fortifications, historical parks and former agricultural properties, today located in the city center. The Swedish government appointed representatives from the Swedish Transport Administration and heritage professionals from national, regional and local levels of government to negotiate how best to deal with these challenges. By means of primary data from interviews and workshops with stakeholders, and document- and correspondence analysis, the results showed how three main challenges hampered a fruitful dialogue and outcome: the inherent complexity of the task, different approaches to heritage and lack of adequate coordination within and between the parties. Strategic responses included action plans, delegation of tasks in reference and working groups, the signing of agreements, reorganization and financing of additional personnel. We discuss the main factors underlining the wickedness of heritage management in infrastructure planning as both processual and collaborative, and the implications of this for practice regarding bringing about more operative and sustainable approaches.

scholarly journals Strategic practices of subsidiary positioning in business networks

IMP Journal ◽  
2018 ◽  
Vol 12 (1) ◽  
pp. 37-55 ◽  
Author(s):  
Sari Laari-Salmela ◽  
Tuija Mainela ◽  
Elina Pernu ◽  
Vesa Puhakka
Keyword(s):  
Design Methodology ◽  
Research Question ◽  
Local Environment ◽  
Business Networks ◽  
Market Positioning ◽  
Content Type ◽  
Practice Approach ◽  
The Usa ◽  
Machine Industry ◽  
Strategy As Practice

Purpose The purpose of this paper is to examine subsidiary positioning within the dynamic business networks in the context of multinational companies (MNCs). The research question of the study is: How does the positioning of a subsidiary emerge through strategic practices in the dynamic business networks of an MNC? Design/methodology/approach The study relies on the IMP view on strategy with a focus on market positioning activity and the strategy-as-practice approach. Positioning is seen as a question of strategic practices in the interactive spheres of the subsidiaries. In the empirical part of the study, the authors examine the practices of a forest machine industry multinational through longitudinal interview and archival data on three of its sales subsidiaries in Sweden, Russia and the USA. Findings The study defines core tensions in subsidiary interactive spheres and the related strategic practices that shape the positioning of the subsidiaries. The study models the practice-based network positioning of MNC subsidiaries as a dynamic play of relationship tensions. Originality/value Prior research has focused either on the internal organizing of the MNCs or embeddedness of subsidiaries in their local environment. Less attention has been paid to the practices of positioning through which the subsidiaries deal with the inevitable tensions at the intersection of the internal and external networks.

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