Strategic planning as practice

Langley, Ann; Lusiani, Maria

doi:10.1017/cbo9781139681032.032

Cited by 25 publications

(14 citation statements)

References 52 publications

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“…Practitioners are inter-related with both practices and praxis as it is prevalent organizational practices that engender strategy practitioners with agency (Garud et al, 2018;Jarzabkowski et al, 2007). Additional elements of a SAP perspective include the meetings or 'strategic episodes' associated with strategizing (Hendry and Seidl, 2003;Jarzabkowski and Seidl, 2008) and an appreciation of the social dimension of strategy work (Langley and Lusiani, 2015;Spee and Jarzabkowski, 2011;Vaara and Whittington, 2012).…”

Section: Sap and Emergent Avenues In Practice-based Inquirymentioning

confidence: 99%

SISP as practice: De-isolating SISP activity across multiple levels

Hughes

McDonagh

2021

The Journal of Strategic Information Systems

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Section: Sap and Emergent Avenues In Practice-based Inquirymentioning

confidence: 99%

SISP as practice: De-isolating SISP activity across multiple levels

Hughes

McDonagh

2021

The Journal of Strategic Information Systems

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“…This is critical since strategy managers (i.e. typically, leaders and top management teams -see Jarzabkowski and Wilson, 2002;Langley and Lusiani, 2015;Johnson et al, 2010) must engage in "balancing" (Sternberg, 2000:637-9;Schwartz and Sharpe, 2010: Ch.3) the competing requirements of caring for both internal and external goods, for excellence and success. It should be noted that, as virtue ethicists have remarked, practical wisdom is not about finding the midpoint between two symmetrically opposite alternatives but engaging in action that is fitting and appropriate to the situation at hand (Russell, 2009: 18-20;Chappell, 2009: 106-110;Norman, 1998:36).…”

Section: Managing Organizations Strategically: Values Articulation Womentioning

confidence: 99%

“…This is critical since strategy managers (i.e. typically, leaders and top management teams; see Jarzabkowski and Wilson, 2002; Johnson et al, 2010; Langley and Lusiani, 2015) must engage in “balancing” (Schwartz and Sharpe, 2010: Ch. 3; Sternberg, 2000: 637–639) the competing requirements of caring for both internal and external goods, for excellence and success.…”

Section: Strategic Management As a Competitive Institutional Practicementioning

confidence: 99%

“…This is so because a consequence of accepting the social embeddedness of human agency is to view practitioners’ actions as driven by collectively constituted ends (Moore, 2012: 366; Sayer, 2011: 80–81; Nicolini, 2013; Schatzki, 2005, 2002). For example, software writers developing open code (Von Krogh et al, 2012), nurses attending patients (Benner, 2004), maintenance technicians servicing a mobile telephony network (Narduzzo et al, 2000), and senior managers engaged in the production of strategic plans (Jarzabkowski and Balogun, 2009; Langley and Lusiani, 2015) are all examples of different kinds of practitioners, embedded in their respective practices, pursuing the collective ends of their practices. Those ends are not merely “technical” but are suffused with values (Flyvbjerg, 2001: 55–60; Sayer, 2011: 70–74; Taylor, 1991; e.g.…”

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confidence: 99%

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Strategy and virtue: Developing strategy-as-practice through virtue ethics

Tsoukas

2017

Strategic Organization

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Strategy-as-practice research has usefully built on earlier strategy process research by taking into account the social embeddedness of strategy making. While such an approach has generated valuable insights, it has curiously left unexplored the moral dimension of practice. In this paper, we show how the potential of strategy-as-practice research may be more fully realized if the moral dimension of practice is conceptualized through virtue ethics (especially MacIntyre's version).Specifically, we first reconceptualize, through virtue ethics, the three main concepts of strategyas-practice -practice, praxis, and practitioners -, underscoring the inherently moral constitution of actions undertaken in strategy-related work. Moreover, we suggest that strategic management is viewed as a particular kind of practice (what we call "competitive institutional practice"), charged with "values articulation work" and "balancing work". While the former articulates a good purpose for the organization, the latter seeks to care for both excellence and success through balancing "capabilities development work" with "differentiation work". Illustrations are provided to support this argument and several suggestions for further research are offered.

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“…Research on strategy as practice examines how specific strategic tools (SWOT analysis, Whittington, 2007) and processes (e.g. strategic planning, Langley and Lusiani, 2015) are enacted. Do strategy groups with higher levels of mindful organizing generate a larger and more nuanced set of considerations during SWOT analysis and link them to more concrete adaptive actions?…”

Section: Mindfully Processing the Small Stuffmentioning

confidence: 99%

Sweating the “small stuff”: High-reliability organizing as a foundation for sustained superior performance

Vogus

Rerup

2017

Strategic Organization

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Achieving and sustaining superior relative performance is central to strategic organization research. Recently, strategic organization researchers have turned their attention to the broader set of people doing strategy work, how they do it, and what contributes to superior performance. We deepen this focus by arguing that operational activity on the front line is strategic. To illustrate how everyday operations become strategic, we draw on insights from high-reliability organizing to illustrate how leaders, through practices and behaviors, support a more strategic front line and a specific set of discursive practices known as mindful organizing. The everyday mindful work of front line operations is a crucial source of emerging opportunities and threats that underlie superior relative performance. We discuss the methodological implications of applying high-reliability organizing approaches to study strategic organization and how strategic organization research can broaden and enrich research on high reliability.

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Strategic planning as practice

Cited by 25 publications

References 52 publications

SISP as practice: De-isolating SISP activity across multiple levels

SISP as practice: De-isolating SISP activity across multiple levels

Strategy and virtue: Developing strategy-as-practice through virtue ethics

Sweating the “small stuff”: High-reliability organizing as a foundation for sustained superior performance

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