infonet-economy

The practice turn in strategy research (Johnson, Melin and Whittington 2003; Johnson et al. 2007; Golsorkhi et al. 2010; Vaara and Whittington 2012) implies an explicit reconsideration of paradigmatic premises (Tsoukas and Knudsen 2002; Feldman and Orlikowski 2011; Vaara and Whittington 2012). The strategy-as-practice research programme challenges concepts of strategy that have long been taken for granted, uncovering the complexities of the ‘social fabric’ of strategy-making (Latour 1996). Furthermore, it undermines the apparently self-evident premises of strategy research and its relation to strategy-making by referring to various constructivist perspectives, theories and methodologies.

Looking at the main contributions to strategy-as-practice research of the last few years, a handful of patterns seem dominant. One can distinguish between three dimensions (Johnson et al. 2007; Orlikowski in this volume). On an empirical level (‘phenomenon’), strategy-making is seen as involving multiple construction processes and activities and multiple actors inside and outside the organization, distributed across multiple organizational layers (Johnson, Melin and Whittington 2003; Jarzabkowski and Spee 2009). While strategies and strategy processes are traditionally treated as defined entities, the strategy-as-practice research programme emphasizes their constructedness, and thus their heterogeneity, processuality and fragility. On a theoretical level (‘perspectives’), the study of strategy-making requires approaches that provide conceptual cover for this heterogeneous mesh of processes, activities and actors, as well as the fact of their situatedness and embeddedness. It is argued that a focus on the practice of strategy-making therefore implies a discussion of the underlying action theories (Grand and MacLean 2007; Jarzabkowski 2004; Tsoukas and Knudsen 2002) and, specifically, theories of practice (Schatzki, Knorr Cetina and von Savigny 2001). On a philosophical level (‘philosophies’), this emphasis on strategy-making as social practice requires a consideration of scientific research itself from the vantage point of practice (Knorr Cetina 2002; Tsoukas 2005). How do scientific research itself and particular research practices contribute to the construction of the field of strategy, both scientifically and organizationally (Knights and Morgan 1991)?