Session 22

Institutional Effects of Business Model Development: Thinking Strategically Inside-Out and Outside-In

Track J

Date: Tuesday, October 9, 2012


Time: 15:45 – 17:00


Room: Meeting Hall IV (a)

Session Chair:

  • Martin Reeves, Boston Consulting Group

Title: Business Remodelling: How Civil Society Organizations Use Mise-en-sens Tactics to Shape Companies Strategy?


  • Raphaël Maucuer, University of Paris-Dauphine
  • Lionel Garreau, Paris Dauphine University

Abstract: This paper examines the discursive mise-en-sens (Corvellec & Risberg, 2007) tactics civil society organizations (CSOs) use to influence strategic development of companies. Drawing on the case study of Suez-Environment, a major water distribution company in the world, we show that CSOs can play an important role in the definition of companies’ business model (BM). We show 16 mise-en-sens tactics that CSOs use in order to shape strategy development, the output of which being new strategic segmentation. Our research provides contribution for the Strategy-as-Practice field through a) highlighting the role of CSOs as practitioners in companies BM evolution b) identification of 16 mise-en-sens tactics in strategy development c) understanding which elements of strategy are addressed by mise-en-sens tactics.

Title: Causal Ambiguity: Helping Organisations Make Explicit the Implicit and Gain Competitive Advantage


  • Fran Ackermann, Curtin University
  • Véronique Ambrosini, Monash University

Abstract: By gaining an appreciation of the underlying basis for success and reducing causal ambiguity, it is argued that firm’s performance can be better managed. Identifying and effectively managing resources and their associated patterns is seen as a key contributor towards handling the changing environment, and by consciously exploiting resources (particularly when in unique combinations) long term growth and superior performance can be achieved. However, there are few approaches available that support managers in this pursuit. This paper, which adopts a strategy as practice perspective, aims to rectify this by exploring the use of causal mapping to help managers reduce causal ambiguity by both identifying and understanding the patterns of resources, which should subsequently allow them to exploit the resources and enable them to garner rents.

Title: Institutional Effects on Developing Political Capabilities: The Case of European Airlines on the Aftermath of 9/11


  • Tazeeb Rajwani, University of Essex
  • Sotirios Paroutis, University of Warwick

Abstract: Governments and their agents can both facilitate and constrain organizational wealth creation. Whilst heterogeneously distributed valuable political resources allow a firm to develop capabilities to gain competitive advantage, less attention has been devoted to the conditions that impact the development of political capabilities in varying institutional contexts. This qualitative inductive study examines the development and application of political capabilities in European national airline carriers within an institutional context requiring reactive political strategies, i.e. avoiding security costs from 9/11. We contribute to practice studies by showing how senior management teams develop political capabilities in institutional contexts exhibiting increased uncertainty. We argue that while the senior management’s attention to specific political processes can create valuable political capabilities, this value creation is moderated by the nature of the institutional environment and its barriers.

Title: Moving Forward Amidst Uncertainty: Achieving Greater Strategic Clarity


  • Margaret Cording, IMD
  • Margarethe Wiersema, University of California, Irvine

Abstract: Despite the global economic downturn, most companies are awash in cash, with large U.S. companies sitting on more than $1.7 trillion in cash and cash equivalents. This cash reserve provides valuable strategic flexibility in times of slow global economic growth, and provides CEOs with a unique opportunity to rigorously revisit the firm’s ability to compete in the future. We recommend an integrative analysis that focuses on exploring the possibilities to reposition the firm’s businesses; honestly assessing the need for resource retooling and developing a strategy to do so; and exploring value creating opportunities through value chain redesign. Our research suggests that such an integrative framework can help companies emerge from the current economic environment with stronger and more robust competitive capabilities.

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