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Through the looking glass: Strategic organizational practices in strategic management
Author(s) -
Edwards Gwyneth
Publication year - 2018
Publication title -
canadian journal of administrative sciences / revue canadienne des sciences de l'administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.347
H-Index - 48
eISSN - 1936-4490
pISSN - 0825-0383
DOI - 10.1002/cjas.1442
Subject(s) - multinational corporation , strategic management , construct (python library) , strategic planning , strategic business unit , business , strategic financial management , competence based management , strategic thinking , context (archaeology) , knowledge management , organizational field , strategic control , field (mathematics) , process (computing) , process management , management , marketing , computer science , institutional theory , economics , paleontology , mathematics , finance , pure mathematics , biology , programming language , operating system
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.