This article examines three practices of strategising/organising – strategy workshops, the project management of strategic and organisational initiatives, and the creation of symbolic artefacts to communicate strategic change. These are seen through a practice theory lens that emphasises...

This article challenges the recent focus on practices as stand-alone phenomena, as exemplified by the so-called “Practice-Based View of Strategy” proposed by Bromiley and Rau. While the goal of “Practice-Based View of Strategy” points to the potential for standard practices to generate...

Taking perspectives from papers published previously in Organization Studies, we argue for progress in strategy-as-practice research through more effective linking of ‘local’ strategizing activity with ‘larger’ social phenomena. We introduce a range of theoretical approaches capable of...

In this debate about the value of introducing a supposed “practice-based view of strategy,” we respond to Bromiley and Rau’s defense of their approach. Coming from a background of two decades of research on strategy-as-practice, we focus on two major concerns about their initiative. The...

Responding to increasing practitioner and academic interest in Open Strategy, this article builds on recent theoretical and empirical studies in order to advance research in the following ways. We begin by developing a definition of Open Strategy that emphasizes variation along the two...

The first of its kind, this Handbook mobilizes research on an emerging phenomenon, Open Strategy. As new technologies and societal pressures have precipitated employees, business partners, shareholder groups and other stakeholders into deeper involvement in strategy, various Open Strategy...