Session Details: Session 1115

Identifying Strategizing in Practice

Track J

Date: Wednesday, October 15, 2008


Time: 11:30 – 12:45

Common Ground

Room: Salon 6

Leif Melin, Jonkoping University

Title: Cognitive Strategy Frameworks Among UK Business Leaders: How Knowledge Domains Matter


  • David Stiles, University of Canterbury
  • Denise Jarratt, Charles Sturt University

Abstract: There are a variety of cognitive frameworks guiding strategic management; but few have attempted to surface those knowledge-related frameworks most salient to business. We argue cognitive frameworks are composed of both literal and imaginative knowledge: the former helps to build models of the world, the latter metaphors. Both help influence the discourse and behavior of strategic leaders and constitute what we describe as knowledge domains. After exploring the knowledge domains predicted by the literature, we determine those most evident in the discourse of some of the UK’s most influential corporate leaders. We present in-depth interview data from 2002-7 with 30 British CEOs and Chairs regarded by their peers as demonstrating best practice in strategy.

Title: Consultants are Strategists Too You Know: How Consultants' Knowledge Co-constructs Strategy


  • Alex Wright, The Open University

Abstract: This paper answers the call to widen our conceptualization of who strategists are. A narrative analysis is conducted that positions consultants, as strategists, at the centre of inquiry. The research is a longitudinal case study of strategy consultants working with a client to accomplish a strategy-making process. Three contributions are claimed. First, an analysis of strategists coping with both macro and micro pressures as they endeavour to meet a looming deadline is presented. Second, the consultants’ role is shown to be multi-layered and involve far more than traditional notions of strategy consulting. And third, the data drawn from the study suggests a framing of the ‘consultant as strategist’ as a subjective, and highly political, co-constructor of knowledge to be appropriate.

Title: Proposing an Instrument for Locating Actors that Make Strategy


  • Barbara Kruse, Berlin University of the Arts

Abstract: Strategy research in practice encounters the problem of identifying strategy actors as conversation partners. We propose an instrument to locate these actors in the organization based on social network analysis and qualitative interviewing. First steps in conducting empirical research are promising, but more work needs to be done.

Title: Self-Efficacy in Management Skills: Is There Too Much of a Good Thing?


  • Holger Luedeke, Touro College-Berlin
  • Hanjo Allinger, European University for Applied Science-EUFH

Abstract: Based on long-term career records of a sample of former management graduates from a German University, we explore the results of high self-efficacy in management skills. We find that extraordinary high values of self-assessed management proficiency cannot be related to the negative consequences of overconfidence. The picture does not change when self-confidence is linked to the quality of the tacit and explicit knowledge acquired during the career. The permanent beneficial effect of extremely high self-confidence is consistent with findings in the psychological literature, but requires additional field research in management contexts.

Title: Strategic Meaning-Making in Practice: Insights from Managers in FTSE-100 Firms


  • Sotirios Paroutis, University of Warwick
  • Loizos Heracleous, University of Warwick

Abstract: How do meanings of strategy, as found at a fundamental level in the beliefs of individual strategists, influence the participation of those managers in the strategy process? In the strategy literature there is scarce research that investigates how ‘strategy’ is conceived in practice by those actors engaged in strategizing processes. In this paper, using insights from 82 interviews with managers in FTSE-100 firms, we seek to firstly explore the key dimensions of meanings of strategy in practice; and secondly explore how this understanding could in turn inform scholarly understanding of the strategy process. We show that strategy meaning-making is characterized by certain institutionalized central themes and understandings that are both constraining as well as enabling the broader strategy making processes.

Title: What Is Multi-Voiced Strategy? Introducing a Methodological Tool for Discursive Strategy Analysis


  • Hanna Lehtimaki, University of Eastern Finland
  • Johanna Kujala, University of Tampere

Abstract: This paper adopts the idea of strategy as a discursive space, introduces a method for discursive strategy analysis, and shows how the method can be used in analysing strategising in different contexts. Studying strategy as a discourse is appropriate when the attempt is to understand strategy formulation in the current multi-voiced business environment where different stakeholders present their demands and expectations to the focal company. We contribute to the strategy as practice literature by showing that studying strategy as discourse can explicate the taken-for-granted strategy making practices. Understanding multi-voiced strategising is important as it can open up opportunities for new ideas and innovations in organisations. It can also mean a new way to communicate even with those stakeholders who have conflicting needs, demands or interests.

All Sessions in Track J...

Sun: 10:00 – 11:30
Session 1506: Practitioner Cases: Linking Research with New Strategy Practices
Sun: 13:00 – 14:30
Session 1605: Theoretical Perspective of Practice: The Practice Approach
Sun: 15:00 – 16:30
Session 1706: Theoretical Perspective of Practice: Strategy-as-Practice
Mon: 11:15 – 12:30
Session 1109: What Is Strategy-as-Practice?
Mon: 15:30 – 16:45
Session 1116: The Different Roles of Strategy Tools
Mon: 17:00 – 18:15
Session 1112: Workshops, Meetings, Models and Tools in Strategizing
Tue: 11:15 – 12:30
Session 1114: Strategic Planning is Alive!
Tue: 14:30 – 15:45
Session 1111: Capabilities of Strategy Practitioners
Wed: 10:00 – 11:15
Session 1113: Innovating Change to Improve Business
Wed: 11:30 – 12:45
Session 1115: Identifying Strategizing in Practice

Strategic Management Society

Cologne Conference