The growth strategies of women-controlled SMEs: a case study on Finnish software companies

Eriksson, Päivi; Henttonen, Elina; Meriläinen, Susan

doi:10.1504/ijbex.2008.018842

Cited by 8 publications

(3 citation statements)

References 25 publications

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“…Strategic management seems to involve gendered aspects and promote masculine values in and through practices that easily pass unnoticed (Knights & Morgan, 1991;Rouleau, 2005). Previous studies have shown that this involves the subtle use of vocabulary and rhetoric (Eriksson, Henttonen, & Meriläinen, 2008;Samra-Fredericks, 2005); future research could go further in uncovering these practices and their implications. On the one hand, it would be interesting to better understand the special roles and identities that women (or men) play in strategy and strategizing in various contexts.…”

Section: Critical Analysismentioning

confidence: 96%

Strategy-as-Practice: Taking Social Practices Seriously

Vaara¹,

Whittington²

2012

The Academy of Management Annals

361

271

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This article reviews research in Strategy-as-Practice (SAP) and suggests directions for its development. The power of this perspective lies in its ability to explain how strategy-making is enabled and constrained by prevailing organizational and societal practices. Our review shows how SAP research has helped to advance social theories in strategic management, offered alternatives to performance-dominated analyzes, broadened the scope in terms of organizations studied and promoted new methodologies. In particular, it has provided important insights into the tools and methods of strategy-making (practices), how strategy work takes place (praxis), and the role and identity of the actors involved (practitioners). However, we argue that there is a need to go further in the analysis of social practices to unleash the full potential of this perspective. Hence, we outline five directions for the further development of the practice perspective: placing agency in a web of practices, recognizing the macro-institutional nature of practices, focusing attention on emergence in strategy-making, exploring how the material matters, and promoting critical analysis.

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Section: Critical Analysismentioning

confidence: 96%

Strategy-as-Practice: Taking Social Practices Seriously

Vaara¹,

Whittington²

2012

The Academy of Management Annals

361

271

View full text Add to dashboard Cite

show abstract

“…These authors stress the importance of including contextual information in entrepreneurship research, since they show that gender relations are context dependent. Some Finnish studies, for example, have disconfirmed the internationally held opinion that women business owners lack growth aspirations, or networking strategies (Eriksson et al 2008a(Eriksson et al , 2008b. Nordic scholars also questioned the "under-performance"…”

Section: Positioning Of Women's Entrepreneurship In Contextmentioning

confidence: 99%

From feminism to FemInc.ism: On the uneasy relationship between feminism, entrepreneurship and the Nordic welfare state

et al. 2014

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“…Thereafter, we made interviews with the female CEOs of 17 small technology intensive companies, mostly within the ICTsector (for an overview, see Henttonen 2010). Thereafter, we negotiated access to four small software service companies for the purpose of doing ethnographic fieldwork with four women owner-managers (for details, see Eriksson et al 2005Eriksson et al , 2008aEriksson et al , 2008b. Before we started the ethnographic field work, we studied a number of ethnographic text books as carefully as we could.…”

Section: The Process Of Our Field Workmentioning

confidence: 99%