Full papers
Full Papers
Business Development as Internal Strategic Partner (568)
Author/s: Fatchie Oues Viktor Dorfler Igor Pyrko
Track: Strategy as Practice
Paper Type: Full Papers
Keywords: internal strategic partnership, business development, strategy practice, causal mapping
Abstract: Internal Strategic Partnership is an emerging role within the everyday practices of strategic management in organisations. This role caters for improved decision making, communication, and a culture of collaboration in the context of strategy formulation and implementation. However, this role is under-researched and its understanding in the literature is limited. In this paper we address the topic of Internal Strategic Partnership by drawing on two empirical case studies conducted with large technology companies in Greece, the United Arab Emirates, and the Gulf Cooperation Council. This way, we provide a number of new insights and recommendations with respect to developing Internal Strategic Partnership in organisations, including the important characteristics required for cultivating such a strategic role. In particular, we explore Business Development department as a promising candidate for leading the Internal Strategic Partnership. As a result, we offer a novel contribution to future strategy research and practice.
Understanding Competitiveness Through Life Experiences A Strategy as Practice Approach (606)
Author/s: Kamal Qazi Moheeb AbuAlqumboz
Track: Strategy as Practice
Paper Type: Full Papers
Keywords: Competitiveness, strategy as practice, practice theory, Bourdieu, habitus, reflexivity
Abstract: Practitioners learn and enact typical ways of thinking, understanding and viewing (interpreting) things in their surroundings (fields). The paper argues that by viewing competitiveness as something done by people and not a deliberate-emergent process has the potential to provide a fresh insight as to why competitive advantage is difficult to attain, maintain and plan. Therefore, it is advocated that the nature of competitiveness be explored through the practice theory lens. It is further suggested that due to the reflexive nature of practice theory, this approach allows investigation of the network of social practices, thus bridging the understanding of how social structures and human agency link together to clarify why people do what they do. In translating Bourdieu's concepts of habitus and reflexivity the research has captured the layered intersubjective and interdependent nature of (12 practitioner interviews) becoming competitive. By doing so, the intimate understanding of the way in which practitioners organise, produce and legitimise competitiveness is captured.
Exploring the Performance of Strategy in Two-way Interactions: An Analysis of Annual General Meetings from a Practice Perspective. (621)
Author/s: Uche Ogwude Efstathios Tapinos Carola Wolf Gary Burke
Track: Strategy as Practice
Paper Type: Full Papers
Keywords: Two-way interactions, Annual General Meetings, Strategy Performances
Abstract: Despite an increasing body of research focusing on two-way interactions in strategy events, more empirical insights are needed to fully understand the performative aspects of such interactions. Based on a video ethnography drawing on recorded data of Annual General Meetings AGMs from seven companies across different industry contexts, we explore how these interactions are strategically performed through particular sets of discursive practices. As an answer to the studys driving research question How do top managers manage two way interactions with the audience of an AGM we provide details on how an emergent model based on two types of interactions was developed from observed themes and aggregate dimensions. Using that emergent model, we build the argument that the performance of top managers in AGMs during two way interactions follow certain distinct patterns, and these patterns are determined by how the audience members initiate the interactions.
Open Strategy: A Review and Research Agenda (694)
Author/s: Akwal Sunner Aylin Ates
Track: Strategy as Practice
Paper Type: Full Papers
Keywords: Open Strategy, Participation, Inclusion, Transparency
Abstract: In the whole, preceding literature reviews on the contemporary strategic management phenomena of open strategy include a number of limitations: they are deficient of a detailed concentration, deliver an excessive definitional focus or are absent of a distinct empirical analysis of research in the field. In order to address these shortcomings, this paper endeavours to systematically examine the existing literature on open strategy by classifying its main characteristics, connecting the different aspects together in a structured and comprehensive definition. This considered review of extant literature assesses numerous characteristics of open strategizing as they are presented in preceding research. Consequently, the systematic and methodical approach taken by this paper affords an alternative way of comprehending open strategy and contributes to the field by providing a consolidation of the literature and signifying potential streams for future research to explore.
The Use of Strategic Planning in Australian SME Start-ups (1111)
Author/s: Jacqueline Hiddlestone-Mumford
Track: Strategy as Practice
Paper Type: Full Papers
Keywords: Strategy/strategic, planning, small and medium enterprises, SMEs, start-ups
Abstract: Small and medium enterprises (SMEs) account for 70% of private sector employment and over 99% of all Australian businesses. To improvement the 50% failure rate of businesses in the first five years, gaps need to be filled. In addressing the question of: Is strategic planning of use to Australian start-ups? a questionnaire was issued to 725 SMEs who considered themselves entrepreneurs, receiving 112 responses. Additionally, seventeen respondents participated in interviews or focus groups. Twelve individual interviews were followed by a focus group to triangulate findings. Through the understanding of strategy planning use, empirical knowledge developed will enable the ability to influence government policy and develop a guiding framework for aiding start-ups in planning effectiveness. Using strategy tools able to be contextually applied to SMEs adds to the scholar-practitioner knowledge base with an actionable framework, provides insights for public policy and addresses one aspect of business failure.
Participation Strategy In A Third Sector Environment Understanding Process And Practice (1142)
Author/s: Ashley Garlick
Track: Strategy as Practice
Paper Type: Full Papers
Keywords: participation, strategy as practice, sensemaking
Abstract: The concept of participation in strategy making is poorly understood in the literature. This study seeks to address this by considering how participation is used as part of strategizing. It considers the use of participation by strategy practitioners in strategic episodes that take place over time. Using a single case study approach, semi-structured in-depth interviews with senior and middle managers are combined with direct participant observation and document analysis to abductively explore how participation is used in a third-sector organization. The changes in personnel and role trigger listening exercises and an openness to new strategic discourse. This results in an iterative cycle where individual meaning is formulated, before being explored in strategic episodes, then confirmed against collective understanding. This is presented in a three-stage iterative process model of participation in strategy. Further research is needed to explore the discursive and sociomaterial aspects of the practices used.