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Vishwanathan, Pushpika, and Siri Nordland Boe-Lillegraven. "A Strategy-as-Practice Perspective on Stakeholder Management." Academy of Management Proceedings 2020, no. 1 (August 2020): 19931. http://dx.doi.org/10.5465/ambpp.2020.19931abstract.
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Knight, Eric, Dariusz Wojcik, and Phil O'Neill. "Firm Internationalization Strategy: Strategy-as-Practice Perspective on Global Production Networks." Academy of Management Proceedings 2018, no. 1 (August 2018): 10705. http://dx.doi.org/10.5465/ambpp.2018.10705abstract.
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Begkos, Christos, Sue Llewellyn, and Kieran Walshe. "How do medical managers strategize? A strategy-as-practice perspective." Public Money & Management 40, no. 4 (March 30, 2020): 265–75. http://dx.doi.org/10.1080/09540962.2020.1727110.
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Wei, Zelong, and Linqian Zhang. "How to perform strategic change? A strategy as practice perspective." Chinese Management Studies 14, no. 3 (April 13, 2020): 811–32. http://dx.doi.org/10.1108/cms-04-2019-0140.
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Purpose In spite of the significance of the strategic change, its high rate of failure inspires us to explore how to successfully enact new strategic change in a different environment. Based on strategy as practice perspective and effectuation theory, this study aims to extend extant literature by identifying two approaches performing strategic change (e.g. causation strategic change or effectuation strategic change) and investigating their effects on firm performance and also boundary conditions (e.g. market uncertainty or technological uncertainty). Design/methodology/approach Based on a data set from 238 firms in China, the authors empirically test the hypotheses through regression analysis. Findings The findings indicate that causation and effectuation strategic changes can promote firm performance. However, the roles of the two approaches vary with the external environment. Specifically, market uncertainty strengthens while technological uncertainty weakens the positive effect of causation strategic change. In contrast, technological uncertainty strengthens the positive effect of effectuation strategic change on firm performance. Originality/value This study extends research literature of strategic change by identifying causation and effectuation strategic changes and investigating how their roles vary with market uncertainty and technological uncertainty. The findings guide firms to adopt a fit approach to perform a strategic change in different external environments.
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Nordqvist, Mattias, and Leif Melin. "The promise of the strategy as practice perspective for family business strategy research." Journal of Family Business Strategy 1, no. 1 (March 2010): 15–25. http://dx.doi.org/10.1016/j.jfbs.2009.12.001.
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Chia, Robert, and Brad MacKay. "Post-processual challenges for the emerging strategy-as-practice perspective: Discovering strategy in the logic of practice." Human Relations 60, no. 1 (January 2007): 217–42. http://dx.doi.org/10.1177/0018726707075291.
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Kearney, Arthur, Denis Harrington, and Felicity Kelliher. "Strategizing in the micro firm: A ‘strategy as practice’ framework." Industry and Higher Education 33, no. 1 (December 4, 2018): 6–17. http://dx.doi.org/10.1177/0950422218816232.
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It is argued that strategizing provides firms with deep and sustainable sources of competitive advantage. Despite an emerging literature base on the strategic management of the micro firm, there is limited research into strategizing in context. This article investigates the nature of strategizing in the micro firm. A critical review of the literature is conducted, focused on strategy as practice theory. Emerging from this review, the study presents a framework of strategizing in context. Three pillars of strategy as practice theory – practitioners, practices and praxis – are posited as influences on strategizing, with the micro firm environment providing a powerful external influence. Premised on the contextual nature of strategizing, entrepreneurship educators are advised to develop more ‘personalized’ pedagogy. The article contributes to management practice by providing the owner/manager with a framework for the development of strategizing unique to the micro firm. Future research is recommended to empirically evaluate the framework. Theoretically, this article relies on the strategy as practice perspective, and alternative perspectives such as the resource-based view may provide new insights.
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Kwayu, Shirumisha, Banita Lal, and Mumin Abubakre. "Enhancing Organisational Competitiveness Via Social Media - a Strategy as Practice Perspective." Information Systems Frontiers 20, no. 3 (December 20, 2017): 439–56. http://dx.doi.org/10.1007/s10796-017-9816-5.
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Villar, Eduardo Guedes, Silvana Anita Walter, and Loreni Maria dos Santos Braum. "From classic strategy to the strategy as practice: an analysis of the concepts of strategy and strategists." Revista Ibero-Americana de Estratégia 16, no. 1 (March 1, 2017): 08–21. http://dx.doi.org/10.5585/ijsm.v16i1.2409.
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This theoretical essay aimed to analyze the concepts of strategy and strategists according to different approaches: classical, evolutionary, procedural, systemic and strategy as practice. It has been identified that the concept of strategy varies between approaches in relation to aspects such as theoretical influences, strategy concept, purpose of strategy, protagonists, strategic process, formation of strategies, deadline for implementation and levels of analysis. The concept of strategist changes in relation to the hierarchical position, level of rationality, role and performance. Regarding the temporality, formalization and rationality it is important to note that in an evolutionary perspective, there is a major emphasis on the short-term limited decisions, whereas in the classic one the strategy is constituted in the long-term, with total availability of rationality. The level of analysis can direct the scope of the research, considering that in the perspective of the strategy as practice, it will not be limited to the narrative of the high-level manager and it will be necessary to explore the contribution of everyone involved in the process of making strategy. On the other hand, a revolutionary view needs to explore the macroeconomic reality as a diagnostic for the strategic formulation. It is possible to conclude that the concepts of strategy and strategist according to each approach have different implications for the performance of researchers, teachers and managers.
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Chia, Robert, and Robin Holt. "Strategy as Practical Coping: A Heideggerian Perspective." Organization Studies 27, no. 5 (January 9, 2006): 635–55. http://dx.doi.org/10.1177/0170840606064102.
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What strategic actors actually do in practice has become increasingly the focus of strategy research in recent years. This paper argues that, in furthering such practice-based views of strategy, we need a more adequate re-conceptualization of agency, action and practice and how they interrelate. We draw from the work of the continental philosopher Martin Heidegger to articulate a relational theory of human agency that is better suited to explaining everyday purposive actions and practices. Specifically, we argue that the dominant ‘building’ mode of strategizing that configures actors (whether individual or organizational) as distinct entities deliberately engaging in purposeful strategic activities derives from a more basic ‘dwelling’ mode in which strategy emerges non-deliberately through everyday practical coping. Whereas, from the building perspective, strategy is predicated upon the prior conception of plans that are then orchestrated to realize desired outcome, from a dwelling perspective strategy does not require, nor does it presuppose, intention and purposeful goal-orientation: strategic ‘intent’ is viewed as immanent in every adaptive action. Observed consistencies in actions taken are explained not through deliberate goal-orientation but, instead, via a modus operandi: an internalized disposition to act in a manner congruent with past actions and experiences. Explaining strategy in dwelling terms enables us to understand how it is that actions may be consistent and organizationally effective without (and even in spite of) the existence of purposeful strategic plans.
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Vallaster, Christine, and Sylvia von Wallpach. "Brand Strategy Co-Creation in a Nonprofit Context: A Strategy-as-Practice Approach." Nonprofit and Voluntary Sector Quarterly 47, no. 5 (May 21, 2018): 984–1006. http://dx.doi.org/10.1177/0899764018776373.
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Literature increasingly acknowledges stakeholders’ voluntary involvement in formerly internal processes and structures of nonprofit organizations. This article contributes to extant literature by investigating how stakeholders get involved in and co-create brand strategy, a core intangible asset for nonprofit organizations. To this end, the article conceptualizes the process of nonprofit brand strategy co-creation from a strategy-as-practice perspective and empirically investigates this process in the context of a child care facility. The article identifies four processes characterizing strategic branding praxis—informing, relating, caring, and reassuring—that manifest in a variety of situated practices and foster the maintenance of a strategic status quo. The data further show a dynamic interplay of stability and adaptation shaped by individual, organizational, and market contexts. These findings provide the basis for proposing a model of brand strategy co-creation that synthesizes the social and contextual dynamics characterizing brand strategy development in a nonprofit context.
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Korin, Heidi, Hannele M. J. Seeck, and Kirsi Liikamaa. "The dynamics of strategic planning in a pluralistic environment: Strategy-as-practice perspective." Academy of Management Proceedings 2021, no. 1 (August 2021): 10113. http://dx.doi.org/10.5465/ambpp.2021.187.
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Navarro Aguiar, Ulises. "Design strategy: Towards a post-rational, practice-based perspective." Swedish Design Research Journal 12 (June 28, 2016): 43–52. http://dx.doi.org/10.3384/svid.2000-964x.14243.
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This paper critically reflects on the concept of design strategy as deployed in design management literature.
It starts by describing current discourses in the wider field of strategy research and then discusses how, by conforming to orthodox theories in strategic management, design management literature has tended to overlook alternative streams of strategy research.
In many instances, studies in design strategy adopt taken-for-granted assumptions from rational planning approaches, and analyses of firm performance tend to take precedence over actors and their actions. Thus, it highlights the need for new lines of inquiry grounded in practice, letting go of the economic rationality and theoretical abstractions that have permeated mainstream strategy research. Hence, for future studies, it suggests a post-rational, practice-based perspective to advance our understanding of strategy as it relates to design management.
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Camman, Christelle. "La formation des démarches de Supply Chain Management dans la perspective “Strategy as Practice”." Logistique & Management 18, no. 2 (January 2010): 97–113. http://dx.doi.org/10.1080/12507970.2010.11516972.
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Marietto, Marcio Luiz, Ivano Ribeiro, and Fernando Antonio Ribeiro Serra. "Strategy as Practice in the Structurationist Perspective: What it is and why it is? : Toward an Ontology of Practice of Strategy in Organizations." Ágora : revista de divulgação científica 21, no. 1 (August 17, 2016): 135–43. http://dx.doi.org/10.24302/agora.v21i1.1242.
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As a developing approach, Strategy as Practice appropriates other theories with converging ontological and epistemological assumptions to build its analytical body. Therefore, in this discipline the designs of Structurationism and the Historical-Cultural Activity Theory generally serve as the analytical basis, even though other theories such as Critical Realism, Sensemaking and Bourdieu’s concept of Habitus are alternative and/or complementary theories for the basic frameworks. This theoretical study offers a discussion on the appropriation of Structurationism that serves as one of the analytical theoretical structures of Strategy as Practice. The analytical procedure is guided by the central goal of discussing the ontological assumptions of Structurationism that support this perspective under the aegis of Strategy as Practice in the field of Organizational Strategy. For this purpose, the specific objectives are: a) to conduct a theoretical (albeit not exhaustive) review of Strategy as Practice; and b) to conduct a review of Giddens’ Theory of Structuration, followed by c) to offer a discussion on the theoretical/analytical specifics that Structurationism shown in studies of Strategy as Practice. The conclusion of the discussion shows adequate ontological agreement with the Structurationist assumptions adopted by the Strategy as Practice discipline, i.e., there is here a parallel intention to reveal an Ontology of Practice of Strategy in Organizations.
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Aggerholm, Helle Kryger, and Birte Asmuß. "A practice perspective on strategic communication." Journal of Communication Management 20, no. 3 (August 1, 2016): 195–214. http://dx.doi.org/10.1108/jcom-07-2015-0052.
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Purpose – The purpose of this paper is to link the authentic, communicative activities, e.g. organization-wide meetings at the micro-level, to the institutionalized practices at the macro-level within an organization, e.g. change management decisions and communication strategy (Steyn, 2003). Thus, the concern is with the relationship between institutionalized strategic management and the real-life strategic communication processes, thus advancing the understanding of the role of texts and discourses in the actual practice of strategic communication in an organizational context of strategic change processes. Design/methodology/approach – The data are based on a large corpus of video-taped management meetings and organization-wide meetings in a large Danish public, knowledge-based organization. The method applied for studying the management discourse is a conversation-analytical approach (Sacks et al., 1974; Sidnell, 2010). This method has been chosen as it enables the authors to focus on micro-aspects of organizational practices (Nicolini, 2013) by investigating the interactional patterns that serve as resources for doing legitimation as an institutionalized practice. Findings – The common denominator for the entire analysis is legitimation accomplished through the discursive use of distanciation and the analysis identifies three different discursive elements or micro-level strategies directly related to the concrete doing of strategic communication. First, legitimation is created by reference to the socio-economic context of the organization. Second, legitimation is generated by means of pointing to the abnormality of the strategic situation. And third legitimation is fostered by the use of idiomatic expressions. These different ways of accomplishing legitimacy are in a strategy-as-practice perspective related to the specific, in-situ communicative praxis and accomplished by the concrete actions of the strategic communicators, and thus the authors can position the instances of strategic communication at the organizational micro-level. Originality/value – This paper studies at a micro-level how strategic actors use various discursive resources to legitimize strategic decisions and how these resources constitute the discursive basis of strategic communication as a managerial practice. The authors focus on the role of discourse in the legitimization processes of strategic managerial decisions analyzing micro-level instances of organizational communication. The paper thereby links the actor process activities (Langley, 2007), e.g. organization-wide meetings at the micro-level, to the institutional field practices at the macro-level within an organization, e.g. strategy and planning (Johnson et al., 2007).
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Chepkwei, Ambrose. "STRATEGY IMPLEMENTATION IN HOSPITALITY INDUSTRY: GLOBAL PERSPECTIVE." Journal of Strategic Management 6, no. 1 (March 29, 2021): 33–45. http://dx.doi.org/10.47672/jsm.687.
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Introduction: Strategy implementation entails one of the most misunderstood business concepts, while it is important for all persons at all levels of the organization to comprehend what strategy implementation is especially in the hospitality industry. Strategy is about long-term goals of the organization while its foundation is strategy orientation envision in the future of hospitality industry. The hospitality industry globally symbolizes one of the most dynamic and successful industries in the United States of America, as well as in all countries of the world. Certain countries including United States of America.
Purpose: The objective of the study was to establish strategy implementation in hospitality industry with a global perspective.
Methodology: The study was established through a thorough review of literature available in (journals, conference presented papers, and academic websites) in respect to strategy implementation in hospitality industry in various countries of the world. The study randomly surveyed the available research on strategy implementation in (10) countries within (3) continents of the world.
Findings: Several firms in the hospitality industry have recognize strategy implementation, however, there has been some evidence on the effective strategy implementation especially in developed economies including United States and European countries.
Unique contribution to theory, practice and policy: The driving force for strategy implementation is the interest to grow the industry in a competitive global environment. Strategy Implementation assist managers in the hospitality industry to achieve competitive advantage. The hospitality industry is still new yet growing very fast in other parts of the world and strategy implementation is of essence as a practice of strategic management.
Strategy implementations is a concept that is still misunderstood in many organizations including those in the hospitality industry. Therefore, there is need for all people within the organization to comprehend all aspects of strategy implementation and the impact on business performance thereof.
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Netz, Joakim, Martin Svensson, and Ethel Brundin. "Business disruptions and affective reactions: A strategy-as-practice perspective on fast strategic decision making." Long Range Planning 53, no. 5 (October 2020): 101910. http://dx.doi.org/10.1016/j.lrp.2019.101910.
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Marietto, Marcio Luiz, and Emerson Antonio Maccari. "Strategy researches as practice in view structurationist: an example of methodological contribution." Revista Ibero-Americana de Estratégia 14, no. 1 (March 1, 2015): 90–107. http://dx.doi.org/10.5585/ijsm.v14i1.2210.
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The paper describes the ontological and methodological course of data collection and analysis outlined in a researchunder the assumptions of the Strategy as Practice (S-as-P) in Structurationist perspective. The research portrayed theanalysis of administrative practices in formation of strategies executed by the owners and external consultants(Practitioners) members of the Advisory Board in a Family Holding. By observation of Ontology of Potential asStructurationism element we chose to frame the research in the Multimodal Analysis Methodology. The methods usedwere Video-based ethnography; In-depth Interview; and Documental Content Analysis. The operationalization of thismethodology framework promoted to research the analytical depth required to theoretical structurationist assumptionsof strategic conduct analysis and the duality of structure and also ensured the validity and reliability of results. Thus, themain objective of this article is to contribute to promote future studies of Strategy as Practice in Structurationistperspective providing a k detailed descriptive framework since the ontological assumptions to the operationalization ofthe analysis.
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Lavarda, Rosalia Aldraci Barbosa, María Teresa Canet-Giner, and Fernando Juan Peris-Bonet. "How middle managers contribute to strategy formation process: connection of strategy processes and strategy practices." Revista de Administração de Empresas 50, no. 4 (December 2010): 358–70. http://dx.doi.org/10.1590/s0034-75902010000400002.
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The role of middle management is essential when managing integrative and emergent strategy formation processes. We stand out the importance of its role connecting micro and macro organizational level offering a very important contribution when examining the strategy-as-practice perspective and integrative strategy formation process. The main goal of this research is to analyse the relationship between the integrative strategy formation process and the roles of middle management under the strategy-as-practice perspective. To check it out we adopted a qualitative methodology droving a case analysis in a Spanish University. Data was collected by means of personal interviews with members of different levels of the Institution, documents analysis and direct observation. In advance of some results we find out that the University develops an integrative strategy formation process and confers to middle management an important role extended all over the organization.
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Adamides, Emmanuel D. "Linking operations strategy to the corporate strategy process: a practice perspective." Business Process Management Journal 21, no. 2 (April 7, 2015): 267–87. http://dx.doi.org/10.1108/bpmj-07-2013-0107.
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Purpose – The purpose of this paper is to provide a micro-level, human-activity-centred interpretative framework for the way operations strategy is formed, linked and aligned with corporate-level strategies, and to apply it to gain insights on these processes. Design/methodology/approach – Relying on the theoretical foundations of social practice theory and actor-network theory, as well as on the analysis of the organisational realities of the operations strategy formation process embedded in pluralistic organisational contexts, a conceptual framework for analysing the production and alignment of operations strategy is developed. The framework is then used to guide field research for the analysis of an operations-led strategic initiative in a medium-sized agro-food company. Findings – Operations strategy formation can be interpreted as an ongoing practical, distributed social activity of network (re)formation. Specific initiatives, or events, act as catalysts for the association of operations strategy formation practices with corporate-level ones, facilitating thus the current and future alignment of strategic content. Artefacts play an active role in the linking process. Research limitations/implications – The research presented in this paper is pioneering as it is the first explicit consideration of operations strategy formation (process) as practical social activity (practices are the focus of analysis, not individuals’ choices), in which non-human agency (informational artefacts, etc.) is explicitly taken into account. For this purpose, a novel analytic framework was developed, which, however, need to be further tested to determine the exact conditions under which it is valid. Practical implications – The framework improves the understanding of the organisational dynamics of operations strategy formation, its linking with, and institutionalisation in, other organisational processes and strategic discourses. Thus, it can assist in the analysis of operations-led strategic initiatives. Social implications – Application of the results obtained can provide better workplaces. Originality/value – For the first time: operations strategy formation is considered as a social activity by focusing on the strategists and managers’ practices; the role of documents, decision-support tools and other artefacts is surfaced; and the importance of introducing operations strategy formation practices carrying strategy content into corporate and business-level strategy processes and their role in the alignment of the two strategies is emphasised.
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Colla, Julio Ernesto. "Strategy-As-Practice Research: Initial Considerations on the Field in Brazil." Revista Ibero-Americana de Estratégia 11, no. 3 (December 1, 2012): 33–60. http://dx.doi.org/10.5585/ijsm.v11i3.1821.
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The objective of the present article was to verify the conceptual position and onto-epistemological of the Brazilian researchers in Strategy-as-Practice from the concepts proclaimed for the movement. The theoretical base presents the conceptual revision of the field that served of script for the analysis of the data. It treated, therefore of the elements of strategizig: praxis, practices and practitiones. After this deals with the agenda and agency in which the movement needs to insert itself. Following the theoretical base perspective onto-epistemológicas ontológicas are presented and that assist the agreement of the strategical phenomenon for the optics of that Strategy is what the people do. The data are the source documents. The determination of articles to be analyzed occurred for the manipulation of articles following a pre-established script. The results of the research make indication of a set sufficiently diversified of conceptual positions with sights to remedy the faced questionings that can be influenced by the context where the researcher is inserted. Also it was found that when passing of the years it had extrapolação of the subject for other seek areas, not having limitation of the subject only in the area of strategy as at the beginning of the presentation of papers in Brazil. The data of the research report that the characterization in a Brazilian onto-epistemological way of performance in the research in Strategy-as-Practice is not possible still.
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Knight, Eric, Jarryd Daymond, and Sotirios Paroutis. "Design-Led Strategy: How To Bring Design Thinking Into The Art of Strategic Management." California Management Review 62, no. 2 (January 5, 2020): 30–52. http://dx.doi.org/10.1177/0008125619897594.
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Design thinking has emerged as an important way for designers to draw on rich customer insights to enhance their products and services. However, design thinking is now also beginning to influence how corporate managers bring customer data into their day-to-day strategic planning. We call this integration of design thinking into the practice of strategic management “Design-Led Strategy” and show how it complements but extends current design-thinking perspectives. Adopting a strategy-as-practice perspective, this article identifies four archetypal practices that managers can use to strategize with design-thinking content. Its findings provide insight into the practices associated with situating design thinking within organizational practice.
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Selsky, John W., Jim Goes, and Oğuz N. Babüroğlu. "Contrasting Perspectives of Strategy Making: Applications in ‘Hyper’ Environments." Organization Studies 28, no. 1 (January 2007): 71–94. http://dx.doi.org/10.1177/0170840606067681.
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We revisit the original meaning of turbulence in the socioecological tradition of organization studies and outline a perspective on strategy making grounded in that tradition. This entails a contrast of the socioecological perspective with the more well-known neoclassical perspective on strategy, based on their core decision premises and their different understandings of environmental turbulence. We argue that while some mainstream strategy approaches have taken important strides toward addressing advanced turbulence, many others remain tethered to the neoclassical origins of the strategy discipline and are insufficiently responsive to the new landscape of strategy that now characterizes many industries. This new landscape is construed as the ‘hyper environment’, in which positive feedback processes and emergent field effects produce high volatility. We use two case illustrations from the US healthcare sector to examine how neoclassical and socioecological perspectives contribute to strategizing in hyper environments. Implications for strategic management theory and practice flow from this analysis.
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Thakhathi, Andani, Catherine le Roux, and Annemarie Davis. "Sustainability Leaders’ Influencing Strategies for Institutionalising Organisational Change towards Corporate Sustainability: A Strategy-as-Practice Perspective." Journal of Change Management 19, no. 4 (February 18, 2019): 246–65. http://dx.doi.org/10.1080/14697017.2019.1578985.
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Lavarda, Rosália, Fernanda Cardoso Scussel, and Joice Denise Schäfer. "O Papel do Controller na Perspectiva da Estratégia como Prática: um Ensaio Teórico." Contabilidade Gestão e Governança 23, no. 3 (December 21, 2020): 364. http://dx.doi.org/10.51341/1984-3925_2020v23n3a5.
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Objective: This theoretical essay aims to explore how the controller participates in the strategy formation process, in the perspective of strategy as a practice.Method: We developed a theoretical essay based on the main issues related to the role of the controller in organizations and a general explanation of the theoretical model of strategy as a practice proposed by Jarzabkowski and Spee (2009).Originality/Relevance: We propose a new approach for management accounting studies by bringing together two fields of knowledge – accountability and strategy – under a constructivist perspective, exploring the role of the controller as a business partner and a strategy practitioner. We argue controllers act as middle managers in the implementation of organizational strategies, playing a fundamental role in strategy translation, communication and on its operational issues.Results: From the intersection between the two themes, three general propositions were developed, combining elements of strategy as practice (practice, praxis and practitioners) and the role of the controller, which serve as a basis for the advance of future research. This is a seminal step into future avenues of research and theoretical or empirical studies about the microperspective of management accounting.Theoretical/Methodological contributions: This theoretical essay analyzes the controller role in the micro-organizational perspective of the strategy as practice, addressing future research possibilities that unite the two lines of knowledge.
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Järventie-Thesleff, Rita, Johanna Moisander, and Mikko Villi. "The Strategic Challenge of Continuous Change in Multi-Platform Media Organizations—A Strategy-as-Practice Perspective." International Journal on Media Management 16, no. 3-4 (September 15, 2014): 123–38. http://dx.doi.org/10.1080/14241277.2014.919920.
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Weidle, Franziska. "Korsakow Perspective(s)." Non-fiction Transmedia 5, no. 10 (December 31, 2016): 110. http://dx.doi.org/10.18146/2213-0969.2016.jethc116.
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In “linear documentary land”, we are trained to see stories everywhere we look. As noted by Grasseni and Walter (2014), digital media affordances encourage reflections on this particular “schooling of the eye”, the power relations it is embedded in as well as the creation of counter-practices. Indeed, many artists, media practitioners and scholars advocate interactivity as a different, possibly more “authentic“, representative strategy for documentary. Drawing on my ethnographic study of the Korsakow-System, this paper analyses a software as part of a situated visual knowledge practice that challenges story as primary organizing principle in computational networked environments.
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Faizah, Faizah, Mukjizah Mukhtar Lutfi, and Abdul Haris. "How to deal with anger: A psychology and Islamic perspective." AMCA Journal of Community Development 1, no. 1 (January 26, 2021): 13–16. http://dx.doi.org/10.51773/ajcd.v1i1.23.
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Anger management is a strategy used to minimize the emotional and physiological impacts that arise from anger. Managing anger involves a complex interaction between thoughts, feelings, behavior, and physiology. Anger management is considered important from the perspective of psychology and an Islamic perspective, so it is essential to pay attention to the study of anger management in both perspectives. This study uses a systematic literature review method by examining anger management from psychology and Islam. The results show that anger management is seen in line with a psychological and Islamic perspective as an appropriate strategy to respond to anger to be something more positive and environmentally acceptable. However, in practice, the psychological perspective is more oriented towards controlling emotions through more general techniques such as behavior-changing techniques and cognitive restructuring. From an Islamic perspective, its application tends to lead to emotional control through spiritual activities such as ablution, dhikr, prayer, and reading the Al-Quran.
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Whittington, Richard. "Completing the Practice Turn in Strategy Research." Organization Studies 27, no. 5 (January 9, 2006): 613–34. http://dx.doi.org/10.1177/0170840606064101.
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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.
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Andersson, Rickard. "Being a ‘strategist’: Communication practitioners, strategic work, and power effects of the strategy discourse." Public Relations Inquiry 9, no. 3 (May 24, 2020): 257–76. http://dx.doi.org/10.1177/2046147x20920819.
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This article analyzes communication practitioners’ accounts to interpret what power effects the strategy discourse has on their ‘way of seeing’ themselves and their work. Through an analysis of 26 interviews with communication practitioners, the findings show that strategy, understood as a discursive body of knowledge, has empowered practitioners by enabling them to produce an understanding of themselves as worthy ‘strategists’ possessing unique expertise and competencies essential to their organization, and empowered them to claim intra-organizational power and power over others. The article empirically shows how practitioners engage with the strategy discourse to construct accounts of themselves and their work, and makes a theoretical contribution by exemplifying the problematizing potential of the strategy as discourse perspective by discussing the power effects strategy has on the profession and practice. Thus, the article complements classical and emergent perspectives on strategy in public relations and strategic communication by offering an approach more attentive toward the constitutive effects of strategy on the practice of public relations and strategic communication.
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Dewees, Marty. "The Strengths Perspective: A First Step in Empowerment." Journal of Baccalaureate Social Work 4, no. 2 (March 1, 1999): 95–108. http://dx.doi.org/10.18084/1084-7219.4.2.95.
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This paper presents a strategy for introducing empowerment approaches to undergraduate students in social work. At the same time it incorporates a focus on developing student skills in the practice relationship. An emphasis on a strengths-based assessment model as an empowering practice intervention helps students to understand the relationship between individual strengths and a collective empowerment lens. The overall quality of the client/worker relationship is explored as well as particular practice techniques in interviewing. The strategy uses an interactive, experiential exercise format that engages students both in process and content. Instructional goals and a subjective learning evaluation process are discussed. The history of social work practice is replete with metaphors for empowerment. Jane Addams' Hull House, Bertha Capen Reynolds' emphasis on “plain people” (1964), and the inclusion of Freirean “dialogic processes” (1973) represent a few of the efforts that have shaped current social work practice models of empowerment that target oppression. In the reactionary political climate of the 1990s, the call for empowerment approaches has gained nearly as much urgency as oppression itself. This paper will examine the relationship of empowerment principles to social work practice and education and will demonstrate the usefulness of the strengths perspective in making political/empowerment issues relevant to BSW students. It will incorporate Charles Cowger's work on assessment (Cowger, 1992Cowger, 1997) and through it will consider appropriate instructional goals, including skill development necessary to building relationships with clients. Finally, it will describe the link from individual strengths-based relationships to an empowerment stance.
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Musallam Jaboob, Ali Said, and Mohammed Said Jaboob. "Knowledge of strategic value discipline and its importance for fresh graduate: A qualitative investigation." Technium: Romanian Journal of Applied Sciences and Technology 3, no. 1 (February 13, 2021): 156–66. http://dx.doi.org/10.47577/technium.v3i1.2743.
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Strategy formulation is an old practice that cuts through business and politics. The earlier human species have been regarded as the proprietors of strategy formulation as a part of existence. Therefore, the paper aims to evaluate strategy as a management discipline. In doing so, a qualitative research approach will be employed to analyze a variety of concepts in strategic management. The historical perspective of strategy formulation, as well as the importance of strategy in the modern-day business context, is discussed. Moreover, the emergence of strategy, strategic management, and planning in the business perspectives will be analyzed. Ultimately, this paper aims to demonstrate the importance of strategic management as a skill that would guide job-seeking graduates to work in organizations best suited for them.
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Acar, Pınar, F. Gülruh Gürbüz, and Müjdelen İ. Yener. "The Discovery of HR from Strategy-as-Practice Perspective: A Case Study in Durable Consumer Goods Industry." Procedia - Social and Behavioral Sciences 207 (October 2015): 325–34. http://dx.doi.org/10.1016/j.sbspro.2015.10.102.
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Sallos, Mark Paul, Alexeis Garcia-Perez, Denise Bedford, and Beatrice Orlando. "Strategy and organisational cybersecurity: a knowledge-problem perspective." Journal of Intellectual Capital 20, no. 4 (October 11, 2019): 581–97. http://dx.doi.org/10.1108/jic-03-2019-0041.
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Purpose The purpose of this paper is to frame organisational cybersecurity through a strategic lens, as a function of an interplay of pragmatism, inference, holism and adaptation. The authors address the hostile epistemic climate for intellectual capital management presented by the dynamics of cybersecurity as a phenomenon. The drivers of this hostility are identified and their implications for research and practice are discussed. Design/methodology/approach The philosophical foundations of cybersecurity in its relation with strategy, knowledge and intellectual capital are explored through a review of the literature as a mechanism to contribute to the emerging theoretical underpinnings of the cybersecurity domain. Findings This conceptual paper argues that a knowledge-based perspective can serve as the necessary platform for a phenomenon-based view of organisational cybersecurity, given its multi-disciplinary nature. Research limitations/implications By recognising the knowledge-related vectors, mechanisms and tendencies at play, a novel perspective on the topic can be developed: cybersecurity as a “knowledge problem”. In order to facilitate such a perspective, the paper proposes an emergent epistemology, rooted in systems thinking and pragmatism. Practical implications In practice, the knowledge-problem narrative can underpin the development of new organisational support constructs and systems. These can address the distinctiveness of the strategic challenges that cybersecurity poses for the growing operational reliance on intellectual capital. Originality/value The research narrative presents a novel knowledge-based analysis of organisational cybersecurity, with significant implications for both interdisciplinary research in the field, and practice.
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Perkins, David, Kate Senior, and Alan Owen. "Mere Tokenism or Best Practice: The Illawarra Division of General Practice Consumer Consultative Committee." Australian Journal of Primary Health 8, no. 2 (2002): 81. http://dx.doi.org/10.1071/py02032.
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Divisions of General Practice were set up to improve links between GPs and consumers, to develop a population health perspective in general practice, and to improve patient care. The Illawarra Division of General Practice established a consumer consultative committee as part of a broader strategy to achieve these objectives. An interview study with committee members indicates the difficulties experienced in this task and the persistence of two cultures. Various options are identified by which consumer participation might be improved as means of fostering better links, improved care and a population health perspective amongst GPs. The first step is a more sophisticated understanding of the strengths and weaknesses of current consultative arrangements.
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Tyupa, Valery I. "The Pivotal Narratological Category in Historical Perspective." Studia Litterarum 6, no. 1 (2021): 10–31. http://dx.doi.org/10.22455/2500-4247-2021-6-1-10-31.
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The article examines narrative strategies in their historical dynamics. It singles out the so-called narrative worldview and the ethos of narrativity as basic parameters of a narrative strategy. Heroic legends and fairy tales inherited a precedent worldview and the ethos of peace from mythology. The post-mythological development of religious consciousness leads to a narrative strategy of the parable type that implies an imperative world model and prescriptive ethos, as implemented, for example, in the Old Testament. The narrative strategy of the New Testament stands out due to the constructive combination of the precedent worldview and a fundamentally new ethos of personal solidarity. The practice of telling jokes and ancient Greek adventure novels develop a circumstantial world model and the ethos of self-realization. Finally, the classic novel explores the probabilistic worldview and becomes a basis of several new narrative strategies that vary in their ethos.
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Schwarz, Jan Oliver. "Revisiting Scenario Planning and Business Wargaming From an Open Strategy Perspective." World Futures Review 12, no. 3 (September 2020): 291–303. http://dx.doi.org/10.1177/1946756720953182.
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The key aim of Open Strategy is to open up the process of strategy development to larger groups within and even outside an organization. Furthermore, Open Strategy aims to include broad groups of stakeholders in the various steps of the strategy process. The question at hand is how can Open Strategy be achieved? What approaches can be used? Scenario planning and business wargaming are approaches perceived as relevant tools in the field of strategy and strategic foresight and in the context of Open Strategy because of their participative nature. The aim of this article is to assess to what degree scenario planning and business wargaming can be used in the context of Open Strategy. While these approaches are suitable, their current application limits the number of potential participants. Further research and experimentation in practice with larger groups and/or online approaches, or a combination of both, are needed to explore the potential of scenario planning and business wargaming as tools for Open Strategy.
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Jenkin, Tracy A., and Yolande E. Chan. "Is Project Alignment – a Process Perspective." Journal of Information Technology 25, no. 1 (March 2010): 35–55. http://dx.doi.org/10.1057/jit.2009.10.
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Information system (IS) project alignment has been defined as the degree to which an IS's project deliverables are consistent with the project's objectives, which are shaped by the organization's IS strategy. These objectives may change as the project unfolds, reflecting emergent opportunities, limitations, and strategy (Jenkin and Chan, 2005). The IS project alignment process refers to the sequence and flow of events that lead to project alignment and, thus, strategy execution. To develop an understanding of project alignment processes – how IS projects become aligned or misaligned – this study examines nine projects across two organizational settings to analyze the key events and processes of project alignment. By analyzing three different project patterns using different organizational metaphors, this study explains evidence contradicting widely held beliefs about project management. Rather than planning and process maturity, the results of this study highlight the importance of executing processes, change, learning, knowing in practice, and heedful interrelating between project team members to align final project deliverables. This research, based on an empirical study, contributes to both the IS alignment and project management literatures by further developing the emerging concept of project alignment to include a process view of how to achieve alignment of final project deliverables with IS project objectives and the IS strategy.
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Ritonga, Sakti, and Oekan S. Abdoellah. "KINSHIP PRACTICE OF TOBA BATAK MOSLEM AS A LAND CONTROL STRATEGY IN ASAHAN." Journal of Contemporary Islam and Muslim Societies 4, no. 1 (October 20, 2020): 97. http://dx.doi.org/10.30821/jcims.v4i1.7356.
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<p><strong>Abstrak:</strong> <strong>Praktik Kekerabatan Batak Toba Muslim sebagai Strategi Pengendalian Lahan di Asahan.</strong> Studi ini menunjukkan pemakaian relasi kekerabatan Batak Toba Muslim sebagai strategi penghidupan bagi penguasaan tanah dalam ruang penguasaan yang ganti berganti sejak era Melayu-Islam di Asahan melalui perspektif teori praktik dari Bourdieu. Penelitian dilakukan dengan metode etnografi. Satuan analisis ditetapkan secara berjenjang mulai keluarga, kelompok keturunan, perkumpulan marga, serta komunitas Batak Toba pada wilayah perkampungan pedalaman Bandar Pulau, Bandar Pasir Mandoge dan Buntu Pane. Studi menemukan siasat-siasat adaptasi telah memperluas aliansi dan meningkatkan fungsi praktis kekerabatan Batak Toba dalam upaya penguasaan tanah sebagai sumber daya penghidupan terpenting sebagai satuan kekerabatan berkorporasi. Kontestasi terhadap lahan semakin rumit seiring masuknya pengaruh modal korporasi perkebunan dan kekuatan negara di perkampungan. Ketika berhadapan dengan kepentingan institusi lain yang lebih besar seperti perusahaan perkebunan dan negara dalam hal sengketa lahan, tampak siasat penggunaan jaringan marga atau kelompok keturunan menjadi terbatas fungsinya, jika dibandingkan dengan persaingan sumber daya di antara sesama keluarga Batak Toba. </p><p><strong>Kata Kunci: </strong>praktik kekerabatan, strategi mata pencaharian, migrasi, Muslim Batak Toba<br /><strong></strong></p><p><strong>Abstract</strong>: This study shows the use of Toba Batak Moslem kinship relations as a livelihood strategy for land control in the changing space of power since the Malay-Islamic era in Asahan through the perspective of Bourdieu's theory of practice. The research was conducted using ethnographic methods. The analysis units are determined in stages starting from the family, descent group, clan association, and the Toba Batak community in the hinterland areas of Bandar Pulau, Bandar Pasir Mandoge and Buntu Pane. The results of the study found that adaptation strategies have expanded alliances and increased the practical function of the Toba Batak kinship in an effort to control land as the most important source of livelihood as a corporate kinship unit. Contestation of land is getting more complicated as the influence of plantation corporate capital and state power enters the village. When dealing with the interests of other larger institutions such as plantation companies and the state in terms of land disputes, it appears that the use of clan networks or descent groups is limited in function, when compared with the competition for resources among Toba Batak families. <br /><strong> </strong><br /><strong>Keywords:</strong> kinship practices, livelihood strategies, migration, Toba Batak Moslem</p>
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Hughes, Jeff, and Joe McDonagh. "In defence of the case study methodology for research into strategy practice." Irish Journal of Management 36, no. 2 (September 28, 2017): 129–45. http://dx.doi.org/10.1515/ijm-2017-0013.
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Abstract This paper aims to illustrate how the case study methodology may be used in novel and productive ways for research into strategy practice. Instigated by the quest for a research design that could target the ‘practice’ of strategic information systems planning (SISP), a review of the strategy-as-practice (SAP) literature uncovered parallels with the SISP domain from a methodological standpoint. A SAP perspective was employed in conjunction with the case study methodology to investigate SISP (the strategy practice) on the part of senior managers (the practitioners) at the meso level (the level of praxis). Ultimately, this approach was found to offer original insights and uncover valuable new directions for future academic enquiry.
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Karanasios, Stan, and Mira Slavova. "How do development actors do “ICT for development”? A strategy-as-practice perspective on emerging practices in Ghanaian agriculture." Information Systems Journal 29, no. 4 (August 20, 2018): 888–913. http://dx.doi.org/10.1111/isj.12214.
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Eriksen, Stian Sørlie. "Changing the World through Prayer: Prayer as Mission Strategy among Migrant Churches in Norway." Mission Studies 35, no. 1 (March 15, 2018): 124–51. http://dx.doi.org/10.1163/15733831-12341550.
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Abstract This article discusses how prayer functions as a missional strategy for Pentecostal migrant churches in Norway today. Taking its starting point in fieldwork among a cross-section of migrant churches, the article draws in particular on examples from African-led churches and their understanding and practice of prayer. From this empirical perspective, the author argues that prayer represents an ecclesial nexus for missional spirituality, undergirding and spearheading missional strategies among these churches. Prayer thus provides a powerful locus for understanding core dimensions of these churches’ ecclesial identity and missional outlooks. By interacting with perspectives from discourse analysis, semiotics, and practice theory, it is shown that essential facets of prayer inexorably permeate these churches’ missional thinking and practices to a degree that these churches’ mission can hardly be understood apart from prayer. In conclusion, the article asks how this may challenge scholars and others in terms of understandings and practices of mission today.
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Cheng, Caroline, and Malena Ingemansson Havenvid. "Investigating strategy tools from an interactive perspective." IMP Journal 11, no. 1 (March 13, 2017): 127–49. http://dx.doi.org/10.1108/imp-09-2015-0049.
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Purpose The purpose of this paper is to investigate how the strategic management concept of “strategy tools” (STs) can be reinterpreted from an industrial network perspective. It considers how STs are used to influence the substance of relationships and how firms engage in strategic action by using such tools. Design/methodology/approach Using case study research involving three focal firms, the paper scrutinizes use of selected STs to examine how they are used to systematically relate to others and create benefits and affect development paths in business relationships. Findings STs can be viewed as an integrated part of a networking pattern of mobilizing resources, linking activities and relating actors. Seen in this manner, use of STs can be interaction-facilitating or interaction-creating. Research limitations/implications In an interactive approach, STs must be seen in relation to others as they are used in strategic (co-)action to engage and involve others. In this view, tools are strategic when used to affect the long-term development of important business relationships. Practical implications Practitioners should acknowledge that the use of a ST to handle counterparts is emerging, and valuable only in relation to specific others. Because the value of STs is unknowable until it is revealed how they can affect the substance of a specific relationship, there is no best-practice or one-size-fits-all approach. Originality/value This paper illuminates the phenomenon of “strategy tools” by considering it from both sides of the business exchange interface.
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Androff, David. "A case study of a grassroots truth and reconciliation commission from a community practice perspective." Journal of Social Work 18, no. 3 (June 24, 2016): 273–87. http://dx.doi.org/10.1177/1468017316654361.
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Summary Truth and Reconciliation Commissions represent an innovative model for social work practice. The Greensboro Truth and Reconciliation Commission was a community-based intervention that sought to address lingering social trauma and tension from a 1979 incident of racial violence in North Carolina. This case study analyzes the Greensboro Truth and Reconciliation Commission from a community practice perspective by highlighting relevant aspects of the intervention for social work practice. The intervention is examined along the community practice dimensions of context, theoretical basis, practice model, framing, strategy, and tactics. Each dimension is presented and related to a specific aspect of the Greensboro Truth and Reconciliation Commission case. Findings The historical context of the Greensboro Truth and Reconciliation Commission includes legacies racism, labor exploitation, and violence that was pervasive in the U.S. south, as well as traditions of resistance to oppression. The theoretical underpinnings of the Greensboro Truth and Reconciliation Commission include social constructionism and restorative justice. The Greensboro Truth and Reconciliation Commission falls within the community practice models of neighborhood and community organizing and community capacity development. The intervention was framed as a Truth and Reconciliation Commission and incorporated a strategy of inclusiveness. The community practice tactics of fundraising, outreach and recruitment, research and investigation, and public hearings were employed. Applications This article concludes with assessments of the Greensboro Truth and Reconciliation Commission’s impact and implications for community practice, including current applications of the Truth and Reconciliation Commission model in the U.S. Social workers working in communities can apply the Truth and Reconciliation Commission model and the specific community practice dimensions identified in the case study to empower communities and work to overcome legacies of social injustice, violence, and oppression.
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Mellin, Elizabeth A., Elise E. Belknap, Ian L. Brodie, and Kristen Sholes. "Opening School Doors to Communities and Families: A Social Capital Perspective for Multiparty Collaboration." Journal for Social Action in Counseling & Psychology 7, no. 1 (June 1, 2015): 1–18. http://dx.doi.org/10.33043/jsacp.7.1.1-18.
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Multiparty collaboration is largely acknowledged as a best practice strategy for school counselors. Although collaboration among schools, families, and communities is seen as necessary for community change and systems transformation, policies and efforts to increase collaboration in and with schools are a step ahead of theory and research. This article introduces social capital theory as a lens for school counselors who are working to transform their communities through multiparty collaboration. Practical suggestions for strengthening collaborative practice and research on multiparty collaboration are offered.
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Gu, Fang, and Chul-soo Kim. "On the strategy of ecological design from the perspective of ecological civilization construction." E3S Web of Conferences 179 (2020): 01002. http://dx.doi.org/10.1051/e3sconf/202017901002.
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This paper takes the ecological design strategy of the construction of ecological civilization as the research topic, analyzes the connotation of ecological civilization and ecological design, and combines the relationship between ecological civilization and ecological design, adopts the methods of practical research, questionnaire survey, literature and other methods. This paper discusses that ecological design is the need and embodiment of ecological civilization construction, and then puts forward the strategy of developing ecological design on this basis. This paper proposes that designers should shoulder more social responsibility and practice ecological design, so as to introduce ecological awareness into public awareness.
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Gáspár, Judit. "Interpretation of ‘time’ and ‘future’ in strategy research." Society and Economy 37, no. 4 (December 2015): 493–511. http://dx.doi.org/10.1556/204.2015.37.4.5.
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Time is in constant motion: the present, the future and the past, although they are not concepts having a fixed meaning, they are present in everyday life both at the conscious and the unconscious levels. The author’s intention in this paper is to grasp the relationship of companies to time and to the future in the mature and nascent states of their life cycles. As discussed in this paper, this relationship may appear with little reflection in the form of assumptions in the eyes of strategy researchers and practitioners. At first the interrelatedness of theory and practice is discussed in order to focus on the role of scholars and practitioners in creating theory and putting it to practice or vice versa. This general introduction will lay the ground for the study of interpretations of the future and time from the perspective of strategy research and strategy practice, respectively.
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Sillince, John, and Frank Mueller. "Switching Strategic Perspective: The Reframing of Accounts of Responsibility." Organization Studies 28, no. 2 (September 13, 2006): 155–76. http://dx.doi.org/10.1177/0170840606067989.
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We provide an empirical study of the reframing of accounts of responsibility for strategy. We found that top management ambivalence about strategy provided a middle management team with wide scope for interpretation of responsibility for developing and implementing a strategic initiative. In the early stage, responsibility as well as expectations about the strategy’s successful outcome were ‘talked up’. In the later stage, when it was considered that the strategic initiative was failing, the middle management implementation team engaged in ‘talking down’ of expectations. We show that reframing from initial duty to capability to later accountability shaped and reflected actors’ changing goals. By focusing on responsibility we increase understanding of the division of labour in the actual practice of strategizing, including where and how strategizing is done. Most important, we show how protagonists’ goals drive the framing and reframing of strategic agendas, and how linguistic devices such as disclaimers and self-handicapping influence this process.
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Ulbrich, Raissa, and Claudia Pahl-Wostl. "The German Permaculture Community from a Community of Practice Perspective." Sustainability 11, no. 5 (February 26, 2019): 1241. http://dx.doi.org/10.3390/su11051241.
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The permaculture community is a grassroots initiative that challenges current mainstream practices. Such grassroots initiatives are seen as promising incubators of learning processes that can guide transformations. However, there is ambivalence between the wish of grassroots initiatives to reach people and reoccurring claims of insularity. We use the concept of Communities of Practice to answer important questions concerning community dynamics and learning processes: How are individual perspectives turned into a joint endeavour? How do the community and its respective relation to its members affect the interactions with external actors? Drawing on qualitative data from twelve semi-structured interviews with teachers from Germany’s biggest education body on permaculture, the Permakultur Akademie, our goal was to gain insights into the community’s self-organisation and learning interfaces. Findings suggest that the German permaculture community displays key characteristics of a Community of Practice with developed shared values as well as education and organisational structures, while being embedded in an international community. At the time of the research, internal challenges were the absence of a common strategy that effectively linked individuals to coordinated activities. The results led to implications for a more diverse use of the concept to inform actions and several questions for future research.