Session 16

The Impact of Strategizing: Learning from Best and Worst Practices

Track J

Date: Monday, October 8, 2012


Time: 08:00 – 09:15


Room: Meeting Hall IV (a)

Session Chair:

  • Richard Whittington, University of Oxford

Title: Breakdowns in Strategizing: Circumspective Deliberation, Discernment, and Habitual Responding


  • Robert Demir, Lancaster University
  • Ali Yakhlef, Stockholm University

Abstract: Learning from failures is an emergent perspective in the fields of strategy and management. This paper draws on the concept of breakdowns, to understand how failures or disruptions in strategists’ everyday practices, including their assisting technologies may help the emergence of new practices, or to reshape, modify, or abandon old practices. Previous literature has made significant contributions but still remains unexamined as to the implications of enterprise systems disruptions on strategy practices. Failures have typically been treated as all-or-nothing phenomena without any considerations of their characteristics. Findings are based on interviews, diary records, and observations of two banks in Sweden. The paper concludes with a number of implications on theory and practice, and suggests possible future research areas.

Title: Rethinking the Role of Performance in Strategic Management Research


  • Stéphane Guérard, University of Zurich
  • Ann Langley, HEC Montréal
  • David Seidl, University of Zurich

Abstract: Articulating a radical critique of the role of performance in strategic management scholarship, this paper questions the almost exclusive focus on organizational performance as an aggregate organizational-level dependent variable, and review three ways in which its role might be fruitfully reconsidered:by broadening consideration of performance to more disaggregated levels of analysis,by orienting research around the idea of performance as an input rather than or in addition to an outcome, and finally by reconsidering the ontological status of the performance concept as a “variable” rather than as an ongoing “process”. For each of these alternatives, we provide examples that have adopted this approach, and examine the contributions and drawbacks of each perspective, before proposing an agenda for future research.

Title: Strategic Impact: How Corporate Strategists Create Value


  • Luzia Stähli, University of St. Gallen
  • Thomas Schlenzig, University of St. Gallen
  • Guenter Mueller-Stewens, University of St. Gallen

Abstract: Value creation through the corporate strategy function (CSF) and its measurement has received little attention in strategic management research. This article should fill this gap by starting to develop the Strategic Impact Measure (SIM). Applying the strategy as practice perspective and drawing on an in depth case study of a global multi-business automotive company (AutoCorp) with empirical evidence of 43 interviews, we find that strategic impact is a collective and multidimensional construct consisting of a relational, cognitive and functional dimension. The extent of these dimensions is reflected in the four strategic impact levels ‘power’, ‘rush’, ‘poor’, and ‘routine’. After having inductively developed the construct strategic impact from the data, we pilot measured the SIM at AutoCorp and validated the results in an exploratory factor analysis.

Title: Strategizing in a Messy Context: A Study of Academic Medical Centers


  • Adriana Allocato, Aston University
  • Corrado Cuccurullo, Second University of Naples

Abstract: This paper explores the role of multiple actors in strategizing in a professionalised public service organization. Drawing on the practice perspective of strategizing, we conceptualize the strategy formulation as a process stemming from the repetition and the continuity of day-to-day individuals’ communicative interactions and in which the meaning attributed to these interactions increasingly converges within a final agreed plan. Based on an in-depth case study, our findings show how multiple actors inscribe power relationships and social order within organizations. The results suggest that how and why actors enact power is shaped by especially three interrelated processes: channelling their interests through formal intentions and vision, through informal interactions and through symbolic embodiment in the strategic everyday work. These findings contribute to the literature on strategy process.

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