scholarly journals Strategy Processes and Practices

2021 ◽  
pp. 503-524
Author(s):  
Robert A. Burgelman ◽  
Steven W. Floyd ◽  
Tomi Laamanen ◽  
Saku Mantere ◽  
Eero Vaara ◽  
...  
Keyword(s):  
Recent Work ◽  
Process Research ◽  
Practice Research ◽  
Future Research ◽  
Strategy Formation ◽  
Strategy Process ◽  
Strategy As Practice

Strategy process research has yielded a richer understanding of the emergence of strategies from throughout the organization and over extended periods of time; strategy-as-practice research has helped us understand the range of actors involved in strategy and the tools they draw on in their strategy work. The purpose of this chapter is to encourage research that combines insights from these two traditions. First, the chapter offers brief overviews of process and practice research. Then, the chapter reviews the most recent work from 2018 onward. Most of the text, however, goes to discussing future research that combines process and practice perspectives and that focuses on four themes: temporality and spatiality, actors and agency, cognition and emotionality, and language and meaning. These themes are woven together by two “red threads”—strategy digitalization and strategy inclusion—that we expect will have significant impact on strategy formation.

scholarly journals Strategy and virtue: Developing strategy-as-practice through virtue ethics

2017 ◽  
Vol 16 (3) ◽  
pp. 323-351 ◽  
Author(s):  
Haridimos Tsoukas
Keyword(s):  
Virtue Ethics ◽  
Social Embeddedness ◽  
Practice Research ◽  
Developing Strategy ◽  
Moral Dimension ◽  
Articulation Work ◽  
Institutional Practice ◽  
Strategy Process ◽  
The Social ◽  
Strategy As Practice

Strategy-as-practice research has usefully built on earlier strategy process research by taking into account the social embeddedness of strategy making. While such an approach has generated valuable insights, it has curiously left unexplored the moral dimension of practice. In this article, we show how the potential of strategy-as-practice research may be more fully realized if the moral dimension of practice is conceptualized through virtue ethics (especially MacIntyre’s version). Specifically, we first reconceptualize, through virtue ethics, the three main concepts of strategy-as-practice—practice, praxis, and practitioners—underscoring the inherently moral constitution of actions undertaken in strategy-related work. Moreover, we suggest that strategic management is viewed as a particular kind of practice (what we call “competitive institutional practice”), charged with “values articulation work” and “balancing work.” While the former articulates a good purpose for the organization, the latter seeks to care for both excellence and success through balancing “capabilities development work” with “differentiation work.” Illustrations are provided to support this argument, and several suggestions for further research are offered.

Strategy Practice and Strategy Process: Family Differences and the Sociological Eye

2007 ◽  
Vol 28 (10) ◽  
pp. 1575-1586 ◽  
Author(s):  
Richard Whittington
Keyword(s):  
Social Connections ◽  
Practice Research ◽  
Potential Range ◽  
Research Topics ◽  
Strategy Process ◽  
Strategy As Practice ◽  
Traditional Process ◽  
Institutional Field ◽  
Process Strategy

This Essai argues for the distinctive position of Strategy-as-Practice research outside the immediate family of Strategy Process. Strategy-as-Practice's fascination with the phenomenon of strategy itself takes it beyond traditional Process perspectives. Relying on the `sociological eye', Strategy-as-Practice treats strategy like any other practice in society, capable of being studied from many different angles. Under the four themes of praxis, practices, practitioners and the profession of strategy as an institutional field, the Essai demonstrates the potential range of research topics, performance notions and methodologies within Strategy-as-Practice. It concludes by proposing five implications of the sociological eye for the conduct of Strategy-as-Practice research, highlighting particularly social connections and relationships, embeddedness, irony, problematized notions of performance and a respect for continuity.

scholarly journals O Papel do Controller na Perspectiva da Estratégia como Prática: um Ensaio Teórico

2020 ◽  
Vol 23 (3) ◽  
pp. 364
Author(s):  
Rosália Lavarda ◽  
Fernanda Cardoso Scussel ◽  
Joice Denise Schäfer
Keyword(s):  
Middle Managers ◽  
Empirical Studies ◽  
Future Research ◽  
Organizational Strategies ◽  
Strategy Formation ◽  
New Approach ◽  
Organizational Perspective ◽  
Strategy As Practice ◽  
Constructivist Perspective

Objective: This theoretical essay aims to explore how the controller participates in the strategy formation process, in the perspective of strategy as a practice.Method: We developed a theoretical essay based on the main issues related to the role of the controller in organizations and a general explanation of the theoretical model of strategy as a practice proposed by Jarzabkowski and Spee (2009).Originality/Relevance: We propose a new approach for management accounting studies by bringing together two fields of knowledge – accountability and strategy – under a constructivist perspective, exploring the role of the controller as a business partner and a strategy practitioner. We argue controllers act as middle managers in the implementation of organizational strategies, playing a fundamental role in strategy translation, communication and on its operational issues.Results: From the intersection between the two themes, three general propositions were developed, combining elements of strategy as practice (practice, praxis and practitioners) and the role of the controller, which serve as a basis for the advance of future research. This is a seminal step into future avenues of research and theoretical or empirical studies about the microperspective of management accounting.Theoretical/Methodological contributions: This theoretical essay analyzes the controller role in the micro-organizational perspective of the strategy as practice, addressing future research possibilities that unite the two lines of knowledge.

scholarly journals SAT0623-HPR THE LIVED EXPERIENCES OF COGNITIVE DYSFUNCTION IN ADULTS WITH FIBROMYALGIA: A QUALITATIVE SYSTEMATIC REVIEW

2020 ◽  
Vol 79 (Suppl 1) ◽  
pp. 1271.1-1272
Author(s):  
S. Derham ◽  
J. Lewis ◽  
E. Dures ◽  
F. Cramp
Keyword(s):  
Clinical Practice ◽  
Cognitive Function ◽  
Cognitive Dysfunction ◽  
Lived Experiences ◽  
Critical Appraisal ◽  
Negative Impact ◽  
Practice Research ◽  
Future Research ◽  
Poor Sleep ◽  
Cognitive Changes

Background:Adults with fibromyalgia frequently report symptoms of cognitive dysfunction, often referred to as fibrofog. However primary research exploring cognitive dysfunction in the lives of adults with fibromyalgia is very limited (Kravitz and Katz, 2015).Objectives:The aim of this review was to (i) synthesise the qualitative literature on the lived experiences of cognitive dysfunction in adults with fibromyalgia, (ii) develop common themes through thematic analysis and (iii) identify knowledge gaps to inform future research and clinical practice in this area.Methods:Seven electronic databases (MEDLINE, Embase, CINAHL, PsycINFO, Amed, Scopus and OpenGrey), reference lists of key articles and two high impact qualitative journals were searched from 1990 to November 2018. Articles were eligible for inclusion if they reported primary qualitative data exploring the experiences of cognitive dysfunction in adults with fibromyalgia. Included studies were appraised using the Critical Appraisal Skills Programme (CASP) qualitative checklist and extracted data analysed using narrative synthesis. SD conducted critical appraisal and data extraction on all included studies. FC, JL and ED reviewed five papers each. All papers were reviewed by two co-authors. Of the 1413 records identified, 15 studies were selected for inclusion.Results:These studies included 208 women and 22 men with fibromyalgia, aged 18 to 72 years and representing seven different countries. Duration of diagnosis was four months to 34 years. Fourteen studies used interviews and one used focus groups. None of the included studies focussed exclusively on cognitive function in adults with fibromyalgia. Three studies identified themes specific to cognitive dysfunction and fibromyalgia symptoms. The remaining 12 studies presented relevant data intertwined with the overall lived experiences of fibromyalgia.Cognitive dysfunction, as a part of fibromyalgia, was often unpredictable. Problems with memory and concentration that were most commonly reported were emotionally distressing and affected functional and vocational activities. Participants found communication effortful, with a negative impact on work, leisure and social activities. Stress, fear and worry around perceived cognitive changes were commonly expressed. Lost employment or changed work roles and relationships, due to cognitive difficulties, had negative impacts for many participants. The terms cognitive dysfunction and fibrofog were used interchangeably within the studies, but lacked common definition. This introduced uncertainty around whether participants and authors were describing the same phenomenon.Conclusion:Adults with fibromyalgia experience unpredictable and emotionally impactful difficulties related to cognitive dysfunction. Functional impact was broad-reaching, particularly around work ability and lost employment opportunities. It is unclear how cognitive symptoms in fibromyalgia related to co-morbid symptoms such as pain, fatigue and poor sleep. Further research focusing on the full impact of cognitive function on the lives of adults with fibromyalgia is recommended to inform clinical practice. Research to establish clarity of definition of the terms cognitive dysfunction and fibrofog within fibromyalgia is highly recommended.References:[1]Kravitz H, Katz R. Fibrofog and fibromyalgia: a narrative review and implications for clinical practice. Rheumatology International. 2015;35(7):1115-25.Acknowledgments:This work is supported by the National Institute for Heath Research [ICA-PCAF-2018-01-078 to SD]Disclosure of Interests:Sandra Derham: None declared, Jenny Lewis: None declared, Emma Dures Grant/research support from: Independent Learning Grant from Pfizer, combined funding for a research fellow from Celgene, Abbvie and Novartis, Paid instructor for: A fee from Novartis to deliver training to nurses., Fiona Cramp: None declared

Backcasting as a strategic management tool for meeting VUCA challenges

2019 ◽  
Vol 12 (2) ◽  
pp. 298-312 ◽  
Author(s):  
Kent Thorén ◽  
Martin Vendel
Keyword(s):  
Strategic Management ◽  
Management Tool ◽  
Strategy Development ◽  
Strategy Formation ◽  
Content Type ◽  
Major Transitions ◽  
Strategy Process ◽  
Feasible Path ◽  
Core Idea ◽  
Interactive Workshop

Purpose Backcasting helps managers involve and align the organization throughout a strategy process. Its core idea is creating a logical path from a depicted future back to the present, to share, analyze and manage strategic challenges. Still its use in strategic management is under-researched. The purpose of this paper is to verify the relevance and validity of backcasting as a strategic management tool. It also analyzes and structures knowledge about backcasting and its practical application in strategic management. Design/methodology/approach This paper employs desktop research method to outline the benefits and limitations of backcasting for strategy formation under VUCA conditions. Findings Backcasting can help organizations overcome cognitive barriers and broaden the scope of options when analyzing future positions. The research provides insights regarding the potential and limitations of backcasting when addressing uncertainty and its drivers. For instance, it helps managers to assess and align visions; increase the understanding and clarity regarding complex dependencies; as well as improve strategic agility. Practical implications Backcasting is exceptionally useful for investigating possible futures and alternative paths to it. Backcasting is an interactive workshop-based method that challenges prevailing mindsets by assuming we are in the future, looking back towards today to find a feasible path when major transitions are necessary. With it, managers can deal with even the most uncertain decisions in a structured manner. Originality/value Backcasting for many reasons has a great potential as a tool for strategy development. It has been successfully applied in other fields but only to a limited extent in business. This paper formally examines its applicability in this context and demonstrates its relevance for dealing with VUCA challenges.

scholarly journals Healthcare utilization and costs in adults with SLE in the United Kingdom: a real-world observational retrospective cohort analysis

2021 ◽  
Author(s):  
Mihail Samnaliev ◽  
Volkan Barut ◽  
Sharada Weir ◽  
Julia Langham ◽  
Sue Langham ◽  
...  
Keyword(s):  
Disease Severity ◽  
Healthcare Costs ◽  
Severe Disease ◽  
Cohort Analysis ◽  
Practice Research ◽  
Future Research ◽  
First Year ◽  
Clinical Practice Research Datalink ◽  
Comorbid Conditions ◽  
The Uk

Abstract Objectives To describe direct healthcare costs for adults with systemic lupus erythematosus (SLE) in the UK over time and by disease severity and encounter type. Methods Patients aged ≥18 years with SLE were identified using the linked Clinical Practice Research Datalink—Hospital Episode Statistics database from January 2005 to December 2017. Patients were classified as having mild, moderate, or severe disease using an adapted claims-based algorithm based on prescriptions and comorbid conditions. We estimated all-cause healthcare costs and incremental costs associated with each year of follow-up compared with a baseline year adjusting for age, sex, disease severity, and comorbid conditions (2017 UK pounds). Results We identified 802 patients; 369 (46.0%) with mild, 345 (43.0%) moderate, and 88 (11.0%) severe disease. The mean all-cause cost increased in the 3 years before diagnosis, peaked in the first year after diagnosis and remained high. Adjusted total mean annual increase in costs per patient was £4476 (95% confidence interval £3809–5143) greater in the year of diagnosis compared with the baseline year (p < 0.0001). The increase in costs per year were 4.7-fold and 1.6-fold higher among patients with severe SLE compared with those with mild and moderate SLE respectively. Primary care utilisation was the leading component of costs during the first year of diagnosis. Conclusion The healthcare costs for patients with SLE in the UK are substantial, remain high after diagnosis and increase with increasing severity. Future research should assess whether earlier diagnosis and treatment may reduce disease severity and associated high healthcare costs.

scholarly journals The Cognitive Assessment Course: Two Decades Later

2020 ◽  
Author(s):  
Adam Lockwood ◽  
Ryan L. Farmer
Keyword(s):  
School Psychology ◽  
Graduate Students ◽  
Instructional Strategies ◽  
Cognitive Assessment ◽  
Research Training ◽  
Linguistically Diverse ◽  
Culturally And Linguistically Diverse ◽  
Practice Research ◽  
Future Research ◽  
Psychology Programs

Given significant changes to legislation, practice, research, and instrumentation, the purpose of this study was to examine the course on cognitive assessment in school psychology programs and to describe the (a) structure, (b) instructional strategies, (c) content, and (d) interpretative strategies taught to school psychology graduate students. 127 instructors were surveyed, and results suggest that over the last 20 years support for teaching cognitive assessment has decreased while the content and instructional strategies have remained largely the same. Results of this study also indicate that the interpretation strategies taught rely heavily on Cattell-Horn-Carroll theory and related interpretive frameworks (e.g., cross-battery assessment). Additionally, instructors are placing greater emphasis on and multicultural sensitivity/ culturally and linguistically diverse assessment than in previous decades. Implications for future research, training and practice are discussed.

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.

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