Strategy processes and practices: Dialogues and intersections

dc.contributorAalto-yliopistofi
dc.contributorAalto Universityen
dc.contributor.authorBurgelman, Roberten_US
dc.contributor.authorFloyd, Steven W.en_US
dc.contributor.authorLaamanen, Tomien_US
dc.contributor.authorMantere, Sakuen_US
dc.contributor.authorVaara, Eeroen_US
dc.contributor.authorWhittington, Richarden_US
dc.contributor.departmentDepartment of Management Studiesen
dc.contributor.organizationStanford Universityen_US
dc.contributor.organizationUniversity of Massachusetts Amhersten_US
dc.contributor.organizationMcGill Universityen_US
dc.contributor.organizationUniversity of Oxforden_US
dc.contributor.organizationUniversity of St. Gallenen_US
dc.date.accessioned2018-03-16T10:32:24Z
dc.date.available2018-03-16T10:32:24Z
dc.date.issued2018-03en_US
dc.description.abstractBuilding on our review of the strategy process and practice research, we identify three ways to see the relationships between the two research traditions: complementary, critical, and combinatory views. We adopt in this special issue the combinatory view, in which activities and processes are seen as closely intertwined aspects of the same phenomena. It is this view that we argue offers both strategy practice and strategy process scholars some of the greatest opportunities for joint research going forward. We develop a combinatory framework for understanding strategy processes and practices (SAPP) and based on that call for more research on (a) temporality, (b) actors and agency, (c) cognition and emotionality, (d) materiality and tools, (e) structures and systems, and (f) language and meaning.en
dc.description.versionPeer revieweden
dc.format.extent1-28
dc.format.mimetypeapplication/pdfen_US
dc.identifier.citationBurgelman, R, Floyd, S W, Laamanen, T, Mantere, S, Vaara, E & Whittington, R 2018, ' Strategy processes and practices: Dialogues and intersections ', Strategic Management Journal, vol. 39, no. 3, pp. 531-558 . https://doi.org/10.1002/smj.2741en
dc.identifier.doi10.1002/smj.2741en_US
dc.identifier.issn0143-2095
dc.identifier.otherPURE UUID: 61b534e2-2e2f-49af-bfaa-33c94e386fb4en_US
dc.identifier.otherPURE ITEMURL: https://research.aalto.fi/en/publications/61b534e2-2e2f-49af-bfaa-33c94e386fb4en_US
dc.identifier.otherPURE FILEURL: https://research.aalto.fi/files/17114106/Burgelman_et_al_2018_Strategic_Management_Journal.pdfen_US
dc.identifier.urihttps://aaltodoc.aalto.fi/handle/123456789/30271
dc.identifier.urnURN:NBN:fi:aalto-201803161741
dc.language.isoenen
dc.relation.ispartofseriesStrategic Management Journalen
dc.rightsopenAccessen
dc.subject.keywordSAPen_US
dc.subject.keywordSAPPen_US
dc.subject.keywordstrategy practiceen_US
dc.subject.keywordstrategy processen_US
dc.subject.keywordstrategy-as-practiceen_US
dc.titleStrategy processes and practices: Dialogues and intersectionsen
dc.typeA1 Alkuperäisartikkeli tieteellisessä aikakauslehdessäfi
dc.type.versionpublishedVersion

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