Session 346

Management and Strategy Practices Reconsidered

Track J

Date: Tuesday, September 23, 2014

Track X

Time: 15:30 – 16:45

Common Ground

Room: Estocolmo


  • Sotirios Paroutis, University of Warwick

Title: A Strategy-as-Practice View on the Interplay between Executive and Non-Executive Teams in Strategy Formulation


  • Angeliki Papachroni, Heriot-Watt University

Abstract: Research in corporate governance has predominantly focused on issues of board composition and structure and how these are associated with organizational performance. More recent studies however highlight the need for more processual and behavioral research on the role and practice of the board, as a key decision-making body. Following a strategy-as-practice view that places actors and their practices at the heart of strategic management this research explores the relationship between executive and non-executive teams within a board of directors of a large European service organization. Drawing from in-depth interviews and non-participant observation of company board meetings, this research contributes to the corporate governance literature with nuanced, processual and empirically grounded evidence on how boards work and the role of group dynamics in shaping strategy.

Title: Linking Management Practices to Institutional Change – International Financial Intermediaries in Kenya


  • Tim Weiss, Zeppelin University

Abstract: The business environment in emerging markets has been mainly characterized by an absence of efficient institutions such as capital and labor markets. This multi-level study investigates how foreign organizational models - venture capital funds and accelerator programs - explore "spaces of opportunity" within the institutional fabric and contribute to institutional change in Kenya. By actively engaging with Kenyan entrepreneurs, investors morph into carriers of global management knowledge. These knowledge transfer processes instigate sense making, editing and the adoption of global ideas to local particularities, thereby transforming the behavior and shared meaning systems of market participants. A qualitative research design opens up the black box of investor-entrepreneur interaction processes and provides insights into the mechanisms that link micro activities to field level dynamics and macro-institutional impact.

Title: Strategic Planning in Banks, Embedded in a Dynamically Complex Financial System


  • Christian Hugo Hoffmann, University of St. Gallen
  • Stefan Groesser, Bern University of Applied Sciences

Abstract: We move towards a new economic reality for financial institutions, emerging from one of the most difficult economic environments since the Great Depression, an environment that has created dramatic changes to the financial landscape. In this reality, attention to strategic decision-making and planning in banks is needed more than ever (Daruvala et al., 2012). This study focuses on the question of whether banks’ strategic planning and forecasting instruments are still valuable in today’s complex financial systems. Drawing on complexity theories, we, first, argue that traditional or existing methods of strategic planning are not appropriate for capturing and dealing with the dynamic complexity of the financial system; and, second, contribute to the design and development of improved planning and forecasting methods in this context.

Title: Strategizing Organizational Emergency Management: Strategies-As-Practice Perspective


  • Nurain Hassan Ibrahim, AIMTech Research Group
  • Omar Al-Tabbaa, University of Huddersfield

Abstract: Emergency management (EM) in the oil and gas industry is of strategic importance to organizations as it can have impact on people’s lives and organizational reputation. This developmental paper proposes a conceptual framework for understanding organizational EM strategies by considering the micro-level activity of emergency response and responders in shaping strategy at the macro-level. The practices of key organizational responders during emergencies are strategic because they draw on strategic plans and are crucial to strategic outcomes. However, these key participants may not have formal strategy roles. It is argued that an understanding of whether and how their practices are incorporated into practices that shape strategy may situate them closer to the centre of strategizing activities; from outsiders to insiders.

Title: The Strategic Practice of Corporate Branding Generated in Dynamic Client-Consultant Interaction


  • Rita Järventie-Thesleff, Aalto University

Abstract: In this study we set out to explore, how the strategic practice of corporate branding emerges in a dynamic client-consultant interaction. Our empirical research is based on a longitudinal, ethnographic case study in an industrial, transnational company. Based on our analysis we identified three characteristics of the emerging practice of corporate branding; it was episodic, outside-in focused and alignment driven. We offer two contributions based on our study. First, our study provides a dynamic perspective on strategy practice and shows how the strategic practice of corporate branding emerges in the client-consultant interaction. Second, our results provide empirical evidence to the nascent critical approach to corporate branding by showing how the alignment-based models on corporate branding have limited possibilities of influencing the organizational identity.

Title: Tracing the Emergence of Strategy Through a Practical Coping Lens


  • Paula Jarzabkowski, City University London
  • Carola Wolf, Aston University

Abstract: We elaborate the concept of ‘practical coping’ (Chia & Holt, 2006) as it occurs within strategy work to incorporate both dwelling modes and deliberate modes of strategizing during strategic decision making processes. We analyse practical coping within strategic episodes in the context of a reinsurance company and trace the negotiation of a retrocession cover from the initial meetings until the final signing. With this analysis we aim at contributing to a better understanding of strategy making as a result of both emergent and deliberate actions. We use the notion of practical coping to explore the origins of strategy emergence and to extend the study of strategically relevant processes and activities beyond a focus on top managers or other actors and processes specifically labelled strategic.

All Sessions in Track J...

Sun: 08:00 – 09:15
Session 252: Trends in Qualitative Strategy Research
Sun: 11:15 – 12:30
Session 392: Non-market Strategy Practice and Competitive Advantage
Sun: 17:15 – 18:30
Session 606: Strategy Practice IG Business Meeting
Mon: 08:00 – 09:15
Session 205: Strategy Making Dynamics
Session 338: Making Strategy, Strategic Change and the Role of Sensemaking and Sensegiving
Mon: 11:00 – 12:15
Session 340: Strategy Practice and Micro-foundations
Mon: 16:30 – 17:45
Session 206: The Role of Middle Managers in Strategy Processes
Session 344: Paradoxical Tensions and Innovative Strategies
Tue: 08:00 – 09:15
Session 345: Social Interaction and Boundaries in Strategy Practice
Tue: 11:00 – 12:15
Session 347: Critical Issues in Strategic Action
Tue: 15:30 – 16:45
Session 346: Management and Strategy Practices Reconsidered

All Sessions in Track X...

Sun: 13:45 – 14:30
Session 295: Keynote: Lifetime Achievement Award
Sun: 14:30 – 15:15
Session 471: Keynote: CK Prahalad Award
Sun: 15:45 – 17:00
Session 203: Acquisition Implementation
Session 215: Yikes: What Now (Reloaded)?: Firm Responses to Stakeholder Activism
Session 398: Corporate Strategy and Corporate Finance: Continuing the Research Conversation
Mon: 08:00 – 09:15
Session 260: IPRs, Appropriability and Innovation
Session 338: Making Strategy, Strategic Change and the Role of Sensemaking and Sensegiving
Mon: 09:30 – 10:30
Session 296: How Social Networks Create Competitive Advantage: The Microfoundations Reputation
Mon: 11:00 – 12:15
Session 213: What is In It For Us? How Sustainability Matters for Firm Strategy
Session 352: CEO Decision Making
Session 405: Multi-Sided Platform Strategies
Mon: 13:30 – 14:30
Session 4: Business Models in their Competitive Context
Session 5: Building Strategic States
Session 298: Using Networks to Shape Strategy
Session 299: Dealing with the Euro Area Economic Crisis: Strategic Adjustment in the Period of Turmoil
Session 300: Methodological and Conceptual Frontiers in the New World of Networks
Mon: 14:45 – 16:00
Session 368: Firm Scope and Industry Competition
Session 375: Changing External Environments: How do Multinationals Respond?
Mon: 16:30 – 17:45
Session 245: Human Capital Complementarities
Session 344: Paradoxical Tensions and Innovative Strategies
Tue: 08:00 – 09:15
Session 409: Increasing the Relevance of Strategy Research
Session 446: Empirical Studies and Case Studies of Business Models
Tue: 09:30 – 10:30
Session 297: Granularity of Profit
Tue: 11:00 – 12:15
Session 469: M&As and Innovation
Tue: 14:15 – 15:15
Session 301: Strategy Frameworks: In Quest of Relevance in a Turbulent World
Session 302: Directing Strategy: The Process Challenges of Formulating and Implementing Strategy in a World of Networks
Session 470: Governance Challenges in Globalized Networks
Session 473: Rethinking the Architecture of Global Corporations
Tue: 15:30 – 16:45
Session 208: Interactions, Recombination and Adaptation Processes
Session 346: Management and Strategy Practices Reconsidered
Tue: 17:15 – 18:30
Session 441: Funding Entrepreneurial Ventures: Sources and Successes

Strategic Management Society