Through the looking glass: Strategic organizational practices in strategic management

Abstract

The field of strategic management indicates that there is no ‘one best way’ to manage strategy over time, leaving researchers with a pluralistic research setting. The findings here suggest that strategic organizational practices, a construct from the international business literature, can provide insight into the strategy formation process. I argue that strategic organizational practices, which are actor‐centered and embedded with values and beliefs, reflect both the content and process of strategy, and the organizational environment itself, thereby providing a pluralistic context of theoretical study. Through the exploration of four practices implemented by a large Canadian‐based multinational enterprise, the paper encourages a more explicit integration of strategic organizational practices, as a unit of analysis, into the field of strategic management. Copyright © 2017 ASAC. Published by John Wiley & Sons, Ltd.

The effects of internal stickiness on the success of projects

“…Danese et al, 2017). Edwards (2018) argued that some practices are strategic and are pragmatic mechanisms for the implementation and management of strategic planned actions. We argue that project management has the same impact, especially in project-based organizations (PBOs).…”