Session 156

Straddling on Transitions: Developing ABC Synergies

Track J

Date: Tuesday, October 9, 2012


Time: 17:30 – 18:45

Common Ground

Room: Club H


  • Robert Wright, Hong Kong Polytechnic University

Title: A Review on Social Practices – Epistemological, Ontological, Ethical, and Political Cuts


  • Andreas Schneider, Swiss Federal Institute of Technology Zurich
  • Zeynep Erden, ETH Zurich

Abstract: Since Lave and Wenger’s and Brown and Duguid’s seminal contributions in 1991, the social practice theory has resulted in a highly vibrant yet fragmented body of literature in organization studies. This paper reviews the existing body of empirical studies on social practice view, which were published in highly ranked journals in the fields of management and organization science during 1991-2011. The objective is to show the transitions in the social practice literature. First, we identify the main literature streams that adopt social practice (SP) view. Second, we show how these literature streams evolve over time along the four main branches of philosophy: epistemology, ontology, ethics, and politics. Finally we systematically analyze several key elements characterizing the research design of the studies and derive methodological implications for future research.

Title: Routine Transfer: A Tortuous Process of Reaching Stability


  • Paulo Prochno, University of Maryland
  • Eric WK Tsang, University of Texas at Dallas

Abstract: This study, based on a one-year ethnography of a new auto manufacturing plant in Brazil, investigated the process of simultaneously transferring an entire set of organizational routines during the critical phase when routines were enacted at the new site. We discuss how agents– workers, engineers and managers – managed the different elements of routines in their effort to achieve stability. We identify three mechanisms of the general process that led to an eventual stable state of routines: coordinating, problem solving, and formalizing.

Title: Strategizing through Sensemaking Practices: Mapping Out a Real Estate Project


  • Lionel Garreau, Paris Dauphine University
  • Philippe Mouricou, France Business School

Abstract: Sensemaking practices are a core activity for strategizing in organizations. Managers can use various types of objects to shape sense in a project. We propose an integrative framework to analyse the sensemaking practices at work in a real estate project. Our results provide a better understanding of the micro foundations of strategy and sensemaking.

Title: Suggestion of a Framework of Dissemination of Knowledge between Research and Practice


  • Guillaume Carton, University of Paris-Dauphine
  • Stephanie Dameron, Paris Dauphine University

Abstract: Taking part in the debate opposing rigor and relevance in academia, and about the role of scholars in society, this article suggests a heuristic framework for possible knowledge exchange between the figures of practitioners and the figures of researchers. A taxonomy of the modes of knowledge exchange is proposed, combining both temporality, depending on the synchronic or a-synchronic diffusion and production of knowledge, and the way of interacting, whether there is a co-production or not. This framework is illustrated and discussed, particularly in its capacity to renew the relationship between researchers and practitioners and their mutual influence. This analysis questions the forms of performance that prevail in the evaluation of academics. It concludes with remarks on the social utility of research in strategic management.

Title: Transformation of Scenario Planning into a Real Options Analysis (ROA) in Time of Economic Transition: Latvian Case


  • Andrejs Cirjevskis, Riga International School of Economics and Business Administration
  • Edmunds Baduns, Ernst & Young Baltic

Abstract: The value of managerial flexibility appears to play a pivotal role nowadays, given the erratic condition of Latvian economy. There are few academic works on the topic, yet none of the major companies in the Latvia have publicized ROA application. Overall aim of the research is to carry out Real Options Analysis based on Scenario Planning, thereby identifying value maximizing decisions regarding the Business Unit of the Latvian Company. Having combined Scenario planning with Monte Carlo simulation, 3D Option Space and sensitivity analysis – Risk-Neutral Probability-based real options analysis, authors provided a solution to the company’s problem at hand. The flow chart of ROA application has been created which would be a useful “road map” for Latvian practitioners in time of economic uncertainties.

Title: Why Downsizing Fails? Applying Prospective Theory in Downsizing Decision Making Process


  • Andreas Raharso, Hay Group

Abstract: The normative classical economic theories that founded on rationality of people and expected utility cannot fully explain real life phenomenon. Instead, descriptive prospect theory based on psychological and behavioral studies is more helpful in understanding decision making process of managers. It proved that the opposite is true: people are not always rational and behavior bias may lead to less-than-optimum choices. This article looks at how irrational behavior of managers can influence the downsizing decision, which is becoming increasingly relevant in today’s economic climate. Further analysis on how such decision affects the company’s future performance is also carried out to alert the managers on the importance of accounting for behavior bias in the downsizing decision making process and to achieve desired result from downsizing effort.

All Sessions in Track J...

Sun: 08:00 – 09:15
Session 129: Strategy Implementation: Global Challenges
Sun: 09:30 – 10:45
Session 130: Practicing Strategy in Transition Economies: Reframing, Rethinking and Renewing
Sun: 11:15 – 12:30
Session 136: Challenges of Strategic Management and Leadership in Transforming Global Economy: Experiences from the Field
Sun: 15:15 – 16:30
Session 17: Insight-Driven Strategists
Mon: 08:00 – 09:15
Session 16: The Impact of Strategizing: Learning from Best and Worst Practices
Mon: 09:30 – 10:45
Session 18: An Explorative Journey to Strategy Practice
Mon: 13:30 – 14:45
Session 19: Planned Change, Ambidextrous Strategizing, and Systemic Transformation
Mon: 16:30 – 17:45
Session 246: Unbundling Silos: Managing Inter- and Intra-Organizational Relationships
Tue: 11:00 – 12:15
Session 21: Capturing Value Beyond Organizational Boundaries
Tue: 15:45 – 17:00
Session 22: Institutional Effects of Business Model Development: Thinking Strategically Inside-Out and Outside-In
Tue: 17:30 – 18:45
Session 156: Straddling on Transitions: Developing ABC Synergies

Strategic Management Society