Table of Contents

Handbook of Research on Strategy and Foresight

Handbook of Research on Strategy and Foresight

Elgar original reference

Edited by Laura Anna Costanzo and Robert Bradley MacKay

Drawing together a collection of 29 original chapters, the Handbook makes an invaluable contribution to theory and practice by stimulating disciplined, rigorous and imaginative enquiry into the relationship between strategy and foresight. Leading scholars in the field of strategic management are brought together to offer innovative and multi-disciplinary perspectives on the past, present and future of strategy formation and foresight. In so doing, they challenge research in four key areas: strategy and foresight processes; strategy innovation for the future; understanding the future; and strategically responding to the future.

Chapter 9: Strategizing as Practising: Strategic Learning as a Source of Connection

Elena P. Antonacopoulou

Subjects: business and management, strategic management


Elena P. Antonacopoulou* Introduction In recent years, we have witnessed a turn in strategy research towards a greater emphasis on the processual nature of the phenomenon (Pettigrew, 1992; Langley, 1999; Khanna et al. 2000). The concern with capturing the dynamic nature of strategy formulation and implementation has prompted a greater attention towards the micro foundations of strategizing with a particular focus on the social and situated nature of the phenomenon (Chakravarthy and Doz, 1992; Hendry, 2000; Levy and Alvesson, 2003). This is best reflected in the upsurge of ‘strategy-as-practice’ as a new perspective for thinking about and researching strategic issues. This new perspective focuses on micro processes such as strategic activities, episodes and other forms of strategic routines (Johnson et al., 2003; Jarzabkowski, 2005). A practice focus is also consistent with (and extends) recent contributions which have stressed that routines (intended as repeated application of a specific practice) can be a source of change and adaptation (Feldman, 2000; Feldman and Pentland, 2003). All these developments have also significantly affected the language we use to describe the strategy process and it is now more common to refer to ‘strategizing’ (Whittington, 2003) as a way of illustrating the dynamic nature of the process and practice of performing strategy. These trends can also be seen in the context of a wider effort in strategy research to pay more attention to the subtle and often invisible resources that can account for the competitive advantage of organizations (Barney, 1991). Among...

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