Session 18

An Explorative Journey to Strategy Practice

Track J

Date: Monday, October 8, 2012


Time: 09:30 – 10:45


Room: Meeting Hall IV (a)

Session Chair:

  • Gerry Johnson, University of Lancaster

Title: Configuration of Practices of the Strategic Process and Content with the Sustainable Creation of Value


  • Sergio Bulgacov, EAESP-FGV
  • Marcia Gomel, Federal University of Parana

Abstract: This essay suggests a framework of alternative references for integrated investigation between the configuration of strategic process and content practices with the sustainable creation of value, as a process creating sustainable conditions of value. This work’s primary contribution comes from the adoption of an organizational perspective for approaching sustainable creation of value based upon strategic practices in constant pursuit of dynamic value for stakeholders. It looks for conjuncture of different traditional approaches in the area with more social approaches from organizational strategy. Included in the framework are proposals for future investigations concerning the configuration of strategic practices. A visualization of the configuration of content and process is represented by an analytical framework which can be applied using cross-sectional and multilevel methods on strategic practices.

Title: Revealing the Internal Logic of Strategy as Practice


  • Robert Wright, Hong Kong Polytechnic University
  • Daniela Blettner, Simon Fraser University
  • Richard Soparnot, ESCEM - School of Business and Management

Abstract: We investigate an under-researched praxis of driving innovation and change to help improve the business and the bundle of practices that managers must work through to perform this strategic work. Using Personal Construct Theory and Repertory Grids, we develop an integrated cognitive model which generated two sets of opposing factors that paradoxically helped and hindered the effective performance of strategic work. On one hand, key practice elements caused managers to struggle with cognitive disorder, complacent thinking and cognitive inertia. On the other hand, issues of thinking and acting strategically, having a sense of urgency and the need for constant reflection were seen as key to strategic work. Our findings discuss the thinking that goes on behind important strategic work.

Title: The Implications of Information Power in the Practice of Strategy


  • Christina Cataldo, George Washington University

Abstract: While strategy-as-practice (S-as-P) has increasingly raised awareness of the process underlying strategy, the impact of micro-practices on this process remains at a relatively nascent stage. Accordingly, seminal micro-foundations of strategy remain under explored in S-as-P. One element that is of critical importance to strategizing is the individual leveraging of information power. This area is particularly ripe for theoretical exploration as information power underlies much of S-as-P. In other words, if individuals are inclined to retain their information to bolster personal power they can undercut the strategizing process. This paper therefore strives to unite the seminal S-as-P and information power literatures, deriving several researchable propositions to help firms leverage information power as a resource rather than as a hindrance.

Title: What Are Today\'s Strategies Made Of?


  • Mikko Luoma, University of Vaasa

Abstract: This study examines the content side of strategic management, i.e. the elements that companies use as ingredients of their business strategies. Although heterogeneous as textual presentations, strategies of different companies in different industries seem to share a limited number of common elements which can be grouped and interpreted meaningfully. The study employs both qualitative and quantitative methods in a sample of written strategy documents collected from altogether 74 Finnish large companies. As a result, a framework of “six baskets” of strategy ingredients is presented. In so doing, the study adds to our current understanding of strategy formulation in the context of today’s turbulent business environments.

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