SMS

Strategy Practice IG

Strategy Practice Leadership

Chairperson

picture of George Tovstiga
George Tovstiga
EDHEC Business School

Program Chair

picture of Krsto Pandza
Krsto Pandza
University of Leeds

Associate Program Chair

picture of Shenghui Ma
Shenghui Ma
University of Zurich

Engagement Officers

picture of George Tovstiga
George Tovstiga
EDHEC Business School
picture of Krsto Pandza
Krsto Pandza
University of Leeds
picture of Shenghui Ma
Shenghui Ma
University of Zurich

The Strategy Practice Interest Group unites both scholars interested in practice research and practitioners. The group views strategy as something that people do and not that organizations have. It focuses on the doing of strategy. It is interested in all the activities, methods and tools that are employed in the doing of strategy and how the ‘strategy work’ is linked to organizational outcomes and to the broader institutional and societal environment strategy practitioners operate in.

Questions We Attempt to Answer

These are only examples as the Strategy Practice Interest Group does not exclude any research questions and has no methodological preferences. Some of the questions of interest to the Strategy Practice group include:

  • What does ‘strategy work’ involve? Who is involved in the doing of strategy?
  • What impact do strategizing activities have on firm performance?
  • How do individual strategists and their teams shape strategy and firm performance? What is their role in the development and leverage of firm’s resources, capabilities and processes?
  • What is the role of discourse, cognition and emotion in the doing of strategy? How do the discursive, cognitive and emotional aspects of strategists’ actions influence firm outcomes?
  • What are the skills required to perform strategy work and how are these skills acquired?
  • What are the micro foundations of the activities involved in the doing of strategy?
  • How are strategic problems identified and conceptualized?
  • What tools do strategy practitioners employ and with what effect?
  • How is the communication of strategy taking place within and across organizations? How are the outcomes of this communication consumed by strategists and non-strategists?
  • How do external strategy stakeholders (such as consultants, government agencies, professional societies) influence strategy practice?
  • How does the macro environment impact on the doing of strategy and vice versa?
  • What are the implications of conceptualizing strategy as a situated social activity?
  • How can theorizing inform managerial practice? How can insights from practitioners help scholars develop more relevant theories? How can engaged scholarship help extend strategy theory?
  • How can we better leverage on a multi-disciplinary approach to inform and advance the strategy practice agenda?
  • How can we conceptualize and study strategy as a profession? What is the contribution of strategy as a profession to society and how can this contribution be improved?

Reps-at-Large

picture of Opeyemi Agbaje
Opeyemi Agbaje
RTC Advisory Services Ltd.
picture of Eric Knight
Eric Knight
University of Sydney
picture of David Stiles
David Stiles
University of Canterbury
picture of Lionel Garreau
Lionel Garreau
Paris Dauphine University
picture of Julia Hautz
Julia Hautz
University of Cologne
picture of Luciano C. Oviedo
Luciano C. Oviedo
Intel