Changing Collective Cognition: A Process Model for Strategic Change

Mezias, John; Grinyer, Peter H.; Guth, William D.

doi:10.1016/s0024-6301(00)00096-0

Cited by 135 publications

(82 citation statements)

References 20 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Although this work is often very diffuse, a large part of it can be seen as taking place in more or less extended episodes or sequences of episodes (Hendry and Seidl 2003). Such episodes include board meetings, management retreats, consulting interventions, team briefings, presentations, projects, and simple talk (Mezias et al 2001;Westley 1990). Thus, the domain of praxis is wide, embracing the routine and the nonroutine, the formal and the informal, activities at the corporate centre and activities at the organizational periphery (Johnson and Huff 1997;Regnér 2003).…”

Section: Strategy Praxis Practices and Practitionersmentioning

confidence: 99%

Completing the Practice Turn in Strategy Research

Whittington

2006

Organization Studies

1,354

1,287

View full text Add to dashboard Cite

This paper identifies a practice turn in current strategy research, treating strategy as something people do. However, it argues that this turn is incomplete in that researchers currently concentrate either on strategy activity at the intra-organizational level or on the aggregate effects of this activity at the extra-organizational level. The paper proposes a framework for strategy research that integrates these two levels based on the three concepts of strategy praxis, strategy practices and strategy practitioners. The paper develops implications of this framework for research, particularly with regard to the impact of strategy practices on strategy praxis, the creation and transfer of strategy practices and the making of strategy practitioners. The paper concludes by outlining the distinctive emphases of the practice perspective within the strategy discipline.Keywords: practice, strategy theory, process, strategists This paper addresses a challenge raised by a current shift in our conception of strategy. Traditionally, the strategy discipline has treated strategy as a property of organizations: an organization has a strategy of some kind or other. Increasingly, however, strategy is being seen also as a practice: strategy is something people do (e.g. Hambrick 2004; Jarzabkowski 2004). This recognition of strategy as a practice points in two directions. On the one hand, we are invited to dive deep into organizations to engage with people's strategy activity in all its intimate detail (Johnson et al. 2003; Samra-Fredricks 2003). Here, typically, strategy is a demanding kind of work, which managers must master. On the other hand, we are confronted by the aggregation of all this activity into a bigger phenomenon that has powerful and pervasive effects on society at large (Ghemawat 2002;Clark 2004). Here strategy is in a sense an industry, whose members in business, consulting and beyond collectively produce the strategies and practices that help shape our world.It is this bifurcation between intra-organizational activity and extraorganizational aggregation that sets the challenge for this paper. Advancing strategy practice research requires a more integrated view. The successes and failures of intra-organizational activity are often traceable to external context; aggregate trends need close interrogation for what is really being done in their name. Drawing upon practice perspectives developed in social theory and other managerial disciplines, this paper proposes a framework capable of Organization Studies 27(5):613-634

show abstract

Section: Strategy Praxis Practices and Practitionersmentioning

confidence: 99%

Completing the Practice Turn in Strategy Research

Whittington

2006

Organization Studies

1,354

1,287

View full text Add to dashboard Cite

show abstract

“…24 . Strategic renewal implies the willingness to question and occasionally revise the set of goals, values and principles that underpin organizational strategies 25 .…”

Section: Exhibit 3 Evaluating and Selecting New Products At Alessimentioning

confidence: 99%

Managing design and designers for strategic renewal

Ravasi¹,

Lojacono²

2005

Long Range Planning

156

135

View full text Add to dashboard Cite

In this article, we propose a framework for understanding how design and designers may contribute to strategic renewal in producers of traditional and hi-tech consumer durables. Building on a study of outstanding innovators in product design, we describe design-driven renewal as a four-phase process stimulated and supported by design, combining continuous product innovation with the periodic revision of the strategic course of the company. For each phase, we discuss the specific role of managers and the most common pitfalls that arise from poor management of the process. 3"The Domestic Appliances division of Philips is a good example of a business that has made innovation through design part of its day-to-day practice (Laura Taylor, Philips Design)."

show abstract

“…Organisations have beliefs and perceptions and respond to them. As Prahalad [36], Mezias et al [29], Prahalad and Bettis [34], and Huff [41] proffer, these recipes, dominant logics and schemas are a product of past experiences and can blind organisations to new opportunities [36]. A consequence of ''cognitive freezing'' is that managers navigate new environments using (and within the constraint of ) 20 old maps [42] so impairing foresight and the recognition of strategic options.…”

Section: Resultsmentioning

confidence: 99%

“…While this perspective is constructivist [27] in disposition, 'freezing' is conceptualised as cognitive (e.g. see [28,29]) as opposed to cultural because it refers to the freezing of belief systems and recipes.…”

Section: Analysis and Discussionmentioning

confidence: 99%