An investigation into top management team action in the practice of strategy was conducted within three UK universities. This study examined strategic practices from a top team perspective in each institution over a seven year period. The aim was to understand the processes by which top teams...

This conclusion to the Dialog proposes a strategy-as-practice based approach to bringing strategy research and education closer to practice. Strategy-as-practice rejects the choice, proposed in the previous articles, between theory and practice. The authors argue for strategy research based...

This Dialog responds to a growing debate about the relevance of business schools generally and the value of strategy theory and research for strategic management practice. The authors propose that academic theory and management practice can be better connected through management education. The...

Strategy is a pervasive and consequential practice in mostWestern societies. We respond to strategy’s importance by drawing an initial map of strategy as an organizational field that embraces not just firms, but consultancies, business schools, the state and financial institutions. Using the...

This chapter develops a practice approach to institutional ambidexterity. In doing so it first explores the ‘promise’ of institutional ambidexterity as a concept to address shortcomings within the institutional theory treatment of complexity. However, we argue that this is an empty promise...

This paper addresses the dearth of research into material artifacts and how they are engaged in strategizing activities. Building on the strategy-as-practice perspective, and the notion of epistemic objects, we develop a typology of strategy practices that show how managers use material...

Purpose – Increasing complexity, fragmentation, mobility, pace, and technological intermediation of organizational life make “being there” increasingly difficult. Where do ethnographers have to be, when, for how long, and with whom to “be there” and grasp the practices, norms, and...

Drawing on a year-long ethnographic study of reinsurance trading in Lloyd’s of London, this paper makes three contributions to current discussions of institutional complexity. First, we shift focus away from structural and relatively static organizational responses to institutional complexity...