The following papers provide a useful starting point for inquiries into strategy practice. For a comprehensive bibliography of literature related to strategy practice, please visit SAP-IN.
•Balogun, J., Jacobs, C., Jarzabkowski, P., Mantere, S., & Vaara, E. (2014). Placing strategy discourse in context: Sociomateriality, sensemaking, and power. Journal of Management Studies, 51(2), 175–201.
[link]•Burgelman R. A., Floyd, S. W., Laamanen, T., Mantere, S., Vaara, E., & Whittington, R. (2018). Strategy processes and practices: Dialogues and intersections. Strategic Management Journal, 39(3), 531–558.
[link]•Dameron, S., Lê, J. K., & LeBaron, C. (2015). Materializing strategy and strategizing material: Why matter matters. British Journal of Management, 26(S1), S1–S12.
[link]•Jarzabkowski, P., Balogun, J., & Seidl, D. (2007). Strategizing: The challenges of a practice perspective. Human Relations, 60(1), 5–27.
[link]•Jarzabkowski, P., & Spee, P. (2009). Strategy-as-practice: A review and future directions for the field. International Journal of Management Reviews, 11(1), 69–95.
[link]•Johnson, G., Melin, L., & Whittington, R. (2003). Micro strategy and strategizing: Towards an activity-based view. Journal of Management Studies, 40(1), 3–22.
[link]•Vaara, E., & Whittington, R. (2012). Strategy-as-practice: Taking social practices seriously. Academy of Management Annals, 6(1), 285–336.
[link]•Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613–634.
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