Sustainability Leaders’ Influencing Strategies for Institutionalising Organisational Change towards Corporate Sustainability: A Strategy-as-Practice Perspective

2019 ◽  
Vol 19 (4) ◽  
pp. 246-265 ◽  
Author(s):  
Andani Thakhathi ◽  
Catherine le Roux ◽  
Annemarie Davis
Keyword(s):  
Corporate Sustainability ◽  
Organisational Change ◽  
Practice Perspective ◽  
Strategy As Practice

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

Design-Led Strategy: How To Bring Design Thinking Into The Art of Strategic Management

2020 ◽  
Vol 62 (2) ◽  
pp. 30-52 ◽  
Author(s):  
Eric Knight ◽  
Jarryd Daymond ◽  
Sotirios Paroutis
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Design Thinking ◽  
Organizational Practice ◽  
Customer Data ◽  
Corporate Managers ◽  
Practice Perspective ◽  
Current Design ◽  
Strategy As Practice ◽  
Insight Into

Design thinking has emerged as an important way for designers to draw on rich customer insights to enhance their products and services. However, design thinking is now also beginning to influence how corporate managers bring customer data into their day-to-day strategic planning. We call this integration of design thinking into the practice of strategic management “Design-Led Strategy” and show how it complements but extends current design-thinking perspectives. Adopting a strategy-as-practice perspective, this article identifies four archetypal practices that managers can use to strategize with design-thinking content. Its findings provide insight into the practices associated with situating design thinking within organizational practice.

Strategy as Practice Perspective

2007 ◽  
pp. 196-211 ◽  
Author(s):  
Julia Balogun ◽  
Paula Jarzabkowski ◽  
David Seidl
Keyword(s):  
Practice Perspective ◽  
Strategy As Practice

How to perform strategic change? A strategy as practice perspective

2020 ◽  
Vol 14 (3) ◽  
pp. 811-832
Author(s):  
Zelong Wei ◽  
Linqian Zhang
Keyword(s):  
Firm Performance ◽  
Strategic Change ◽  
Market Uncertainty ◽  
Data Set ◽  
Technological Uncertainty ◽  
Content Type ◽  
Practice Perspective ◽  
Strategic Changes ◽  
Strategy As Practice ◽  
Positive Effect

Purpose In spite of the significance of the strategic change, its high rate of failure inspires us to explore how to successfully enact new strategic change in a different environment. Based on strategy as practice perspective and effectuation theory, this study aims to extend extant literature by identifying two approaches performing strategic change (e.g. causation strategic change or effectuation strategic change) and investigating their effects on firm performance and also boundary conditions (e.g. market uncertainty or technological uncertainty). Design/methodology/approach Based on a data set from 238 firms in China, the authors empirically test the hypotheses through regression analysis. Findings The findings indicate that causation and effectuation strategic changes can promote firm performance. However, the roles of the two approaches vary with the external environment. Specifically, market uncertainty strengthens while technological uncertainty weakens the positive effect of causation strategic change. In contrast, technological uncertainty strengthens the positive effect of effectuation strategic change on firm performance. Originality/value This study extends research literature of strategic change by identifying causation and effectuation strategic changes and investigating how their roles vary with market uncertainty and technological uncertainty. The findings guide firms to adopt a fit approach to perform a strategic change in different external environments.

scholarly journals Essay on a Strategy as Practice Perspective on Alternative to Functionalism

2014 ◽  
Vol 12 (2) ◽  
Author(s):  
Paulo Paganini ◽  
Mario Nei Pacagnan ◽  
Ivan de Souza Dutra ◽  
Elizabet Wood Moçato Oliveira
Keyword(s):  
Practice Perspective ◽  
Strategy As Practice

scholarly journals Innovation in an international third party logistics firm: A strategy-as-practice perspective

2010 ◽  
Vol 4 (1) ◽  
Author(s):  
Lianguang Cui ◽  
Susanne Hertz ◽  
Shong-Iee I. Su
Keyword(s):  
Ad Hoc ◽  
Innovation Process ◽  
Third Party ◽  
Third Party Logistics ◽  
Longitudinal Case Study ◽  
Management Literature ◽  
Practice Perspective ◽  
Strategy As Practice ◽  
Over Time

Logistics firms play an important role in the economy but they have received little attention in strategic management and logistics management literature. This paper intends to fill in this gap by looking a specific strategising process, innovation, at an international third party logistics (TPL) firm. Using strategy as a practice perspective, the paper describes and analyses how innovation emerges and evolves over time. Drawing on an in-depth longitudinal case study of an international TPL firm, this study shows that intra-organisational interactions as well as inter-organisational interactions are essential in the innovation process at logistics firms. The innovation process at logistics firms is complicated and includes both top-down and bottom-up processes. It is vertically decoupled and multidirectional. Innovation at logistics firms emerges as a combination of an ad hoc response to a customer request and a purpose-driven interactive process.

A Knowledge Management Framework to Manage Intellectual Capital for Corporate Sustainability

2010 ◽  
pp. 119-135 ◽  
Author(s):  
Herbert Robinson
Keyword(s):  
Knowledge Management ◽  
Intellectual Capital ◽  
Corporate Sustainability ◽  
Market Value ◽  
Organisational Change ◽  
Management Framework ◽  
Business Transformation ◽  
Geographically Dispersed ◽  
Catalytic Role ◽  
The Relationship

The significant development in knowledge management (KM) literature in recent years is a reflection of the growing interest to academics and practitioners/consultants involved in organisational change and business transformation. Knowledge is a major source of competitive advantage and knowledge assets/intellectual capital has to be managed effectively. The importance of implementing a knowledge management strategy to understand the relationship between physical and intellectual capital, to increase the market value of organisations and achieve corporate sustainability is examined. Using case studies of construction organisations and applying the STEPS knowledge management framework, it was found that there is a greater need for multinational organisations to implement KM. This is because they have knowledge that is diverse and geographically dispersed across a network of organisations. It is concluded that knowledge management has a catalytic role in developing intellectual capital to achieve corporate sustainability. The STEPS framework will enable multinational organisations to identify the reform, resource implications and the results of KM activities.

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