What makes activities strategic: towards a new framework for strategy-as-practice research

Journal article

Abstract:: Strategy as Practice is one of the most vibrant approaches to strategy research. Yet, there is significant ambiguity around what characterizes an activity as strategic and thus as falling into the domain of Strategy as Practice. In this paper, we address this fundamental concern by differentiating four distinctive views of what qualifies activities as strategic: (1) activities that have important consequences, (2) activities that are labeled strategic, (3) activities carried out by strategists, and (4) activities that perform an important recurrent pattern. Each views is associated with different research questions resulting in different research insights. We discuss how the four views together form a new research framework that expands the notion of strategy and thereby the research domain of strategic management.

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Language:: English
Keywords:: activities

consequentiality

strategy as practice

research framework

strategic management
Pubs id:: 2030980
Local pid:: pubs:2030980
Deposit date:: 2024-09-19

Copyright holder:: Seidl et al.
Rights statement:: © 2024 The Author(s). Strategic Management Journal published by John Wiley & Sons Ltd. This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

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