INSPIRATION ON STRATEGY AS PRACTICE FROM PAST TO THE PRESENT

INSPIRATION ON STRATEGY AS PRACTICE FROM PAST TO THE PRESENT

Purpose- The goal of this study is to analyze the historical evolution, contributions, turning moments, and prospects of a creative movement called "Strategy As Practice". Methodology- The methodology of this study is a thorough literature review of Strategy as Practice from past to the present. Findings- There are several different sources of research on Strategy As Practice. The roots of Strategy As Practice research can be found in the classics of strategy process research as well as countless initiatives to widen and innovate strategic management. Strategy As Practice has just recently emerged as a well-defined area of study in the field of strategy research, uniting experts with similar viewpoints. Strategy As Practice was defined and published in a special issue of the Journal of Management Studies as "micro strategy and strategizing," and afterwards, its studies and research were featured in numerous significant publications. Conclusion- Strategy As Practice has been the subject of many studies and presentations of various methodologies. However, it is crucial for future study that these studies are methodical or well-coordinated. The literature on Strategy as Practice needs recent studies that demonstrate how it has changed over time and offer guidance for upcoming study in this field.

___

  • Bourdieu, P. (1990), The Logic of Practice. Cambridge: Polity.
  • Brown, A., & Thompson, E. (2013). A narrative approach to strategy-as-practice. Business History, 55(7), 1143–1167. https://doi.org/10.1080/00076791.2013.838031
  • Carter, C., Clegg, S. R., & Kornberger, M. (2008). So!apbox: Editorial essays: Strategy as practice? Strategic Organization, 6(1), 83–99. https://doi.org/10.1177/1476127007087154
  • Collier, S. J., & Lakoff, A. (2008). Distributed preparedness: The spatial logic of domestic security in the United States. Environment and Planning D: Society and Space, 26(1), 7–28. https://doi.org/10.1068/d446t
  • Doganova, L., & Kornberger, M. (2021). Strategy’s futures. Futures, 125. https://doi.org/10.1016/j.futures.2020.102664
  • Dewey, J. (1938), Experience and Education. New York: Touchstone.
  • Fenton, C., & Langley, A. (2011). Strategy as practice and the narrative turn. Organization Studies, 32(9), 1171–1196. https://doi.org/10.1177/0170840611410838
  • Giddens, A. (1984), The Constitution of Society. Cambridge: Polity.
  • Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (2015). Introduction: What is strategy as practice? Cambridge Handbook of Strategy as Practice, Second Edition, 1–30. https://doi.org/10.1017/CCO9781139681032.001
  • Jarzabkowski, P. (2004). Strategy as practice: Recursiveness, adaptation, and practices-in-use. Organization Studies, 25(4), 529–560. https://doi.org/10.1177/0170840604040675
  • Jarzabkowski, P., Balogun, J., and Seidl, D. (2007), ‘Strategizing: the challenges of a practice perspective’, Human Relations, 60(1), 5–27.
  • Jarzabkowski, P., & Spee, A. P. (2009). Strategy-as-practice: A review and future directions for the field. International Journal of Management Reviews, 11(1), 69–95. https://doi.org/10.1111/j.1468-2370.2008.00250.x
  • Jarzabkowski, P., Kaplan, S., Seidl, D., & Whittington, R. (2016). On the risk of studying practices in isolation: Linking what, who, and how in strategy research. Strategic Organization, 14(3), 248–259. https://doi.org/10.1177/1476127015604125
  • Jarzabkowski, P., Kavas, M., & Krull, E. (2021). It’s practice. but is it strategy? Reinvigorating strategy-as-practice by rethinking consequentiality. Organization Theory, 2(3), 263178772110296. https://doi.org/10.1177/26317877211029665
  • Johnson, G., Langley, A., Melin, L., and Whittington, R. (2007), Strategy as Practice: Research Directions and Resources. Cambridge University Press.
  • Johnson, G., Melin, L., and Whittington, R. (2003). ‘Guest editors’ introduction: micro strategy and strategizing: towards an activity-based view’, Journal of Management Studies, 40/1: 3–22.
  • Kearney, A., Harrington, D., & Kelliher, F. (2019). Strategizing in the micro firm: A ‘strategy as practice’ framework. Industry and Higher Education, 33(1), 6–17. https://doi.org/10.1177/0950422218816232
  • Kohtamäki, M., Whittington, R., Vaara, E., & Rabetino, R. (2022). Making connections: Harnessing the diversity of strategy-as-practice research. International Journal of Management Reviews, 24(2), 210–232. https://doi.org/10.1111/ijmr.12274
  • Kornberger, M., & Clegg, S. (2011). Strategy as performative practice: The case of Sydney 2030. Strategic Organization, 9(2), 136–162. https://doi.org/10.1177/1476127011407758
  • Lavarda, R., & Bellucci, C. (2022). Case Study as a Suitable Method to Research Strategy as Practice Perspective. The Qualitative Report, 27(2), 539-555. https://doi.org/10.46743/2160-3715/2022.4296
  • Nini, M. (2016). Strategy as Practice as useful way for strategic management in organisations. Retrieved from https://www.ckju.net/sites/default/files/research/16_02_strategy_as_practice_uselfway_for_startegic_management.pdf
  • Santos, L. L. da S., Tureta, C., & Felix, B. (2021). A qualitative method proposal for the study of strategy as practice. Revista de Administração Contemporânea, 25(2), 1–17. https://doi.org/10.1590/1982-7849rac2021190353.en
  • Seidl, D., & Whittington, R. (2014). Enlarging the Strategy-as-Practice research agenda: towards taller and flatter ontologies. Organization Studies, 35(10), 1407–1421. https://doi.org/10.1177/0170840614541886
  • Tsoukas, H. (2018). Strategy and virtue: Developing strategy-as-practice through virtue ethics. Strategic Organization, 16(3), 323–351. https://doi.org/10.1177/1476127017733142
  • Vaara, E., & Whittington, R. (2012). Strategy-as-Practice: taking social practices seriously. Academy of Management Annals, 6(1), 285–336. https://doi.org/10.1080/19416520.2012.672039
  • Whittington, R. (1996). Strategy as Practice Mapping the Terrain. Long Range Planning, 29(5), 731–735.
  • Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613–34.