Routines, Strategies and Management

Routines, Strategies and Management

Engaging for Recurrent Creation ‘At the Edge’

Simon Grand

The dynamic interplay of routines, strategies and management allows companies to successfully move forward within their industries. This book contributes to a coherent conceptualization of strategy, organization and management from a practice perspective, identifying strategy as realized in the action. Simon Grand provides a theoretical framework and detailed exploration in the context of two attractive empirical cases. He discusses topics such as theorizing routine dynamics, managerial engagement and managing routines as strategies to provide a detailed exploration of the importance of organizational routines for strategy.


Simon Grand

Subjects: business and management, strategic management


Our study focuses on one research question, which we have identified as being timely: How does strategic management engage for recurrent creation ‘at the edge’? Recurrent creation is relevant for companies to advance successfully in situations of intense competition, innovation, change and uncertainty. We have specifically focused on how strategic management engages for recurrent creation, by enacting the performance of organizational routines and by mobilizing an organization-specific repertoire of engagement regimes, and described what recurrent creation ‘at the edge’ means in terms of inventing and establishing new products and technologies in the case of Jakob Schläpfer, and to see how it relates to the development of new organizational procedures and management practices in the case of AdNovum. Thus, we have been able to show how strategic management engaged for advancing an organization in its entirety through enacting organization-specific procedures and practices, and we can see how routines, strategies and management are dynamically related, as well as how research on routines, strategies and management, based on a sound theoretical basis in practice theory, allows us to advance our understanding of these dynamics.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information