Strategy Process IG

The Interest Group focuses on the factors that govern the formation of strategies at the group, functional, business, corporate, and network levels of analysis. The area draws on diverse theories including intra-organizational evolution, bounded rationality, power/politics, organizational learning, socio-cognitive theory, organizational contingency theory, and others. Research streams encompass a broad range of phenomena, including strategic planning, strategic decision-making, strategy implementation, strategic change & renewal, consensus, politics and power in strategy-making, the role of organizational actors in strategy-making (e.g. CEO’s, top management teams, boards of directors, middle-level and operational managers), and the development of comprehensive models of strategy formation.

Emerging research streams include: the micro-practices of strategy making, the development of strategic initiatives, idea generation and creativity in strategy, the role of chance events, capability development and the role of emotions in strategy. A major role of the strategy process research area is to act as an integrative mechanism in the wider strategic management domain for the dynamics of strategic elements over time.

Strategy Process Leadership


Program Chair

picture of Murat Tarakci
Murat Tarakci
Erasmus University Rotterdam

Associate Program Chair

picture of Koen Heimeriks
Koen Heimeriks
University of Warwick

Engagement Officer

picture of Jeanine P. Porck
Jeanine P. Porck
Oklahoma State University

Agility in a Discordant World

Held  on May 17, 2021 at 10:00 AM CDT (UTC -5)

 SMS Strategy Process Interest Group hosted "Agility in a Discordant World" featuring panelists Julian Birkinshaw, London Business School, and Sarah Elk, Bain & Company and author of “Doing Agile Right.” Sarah ElkJulian Birkinshaw

Business environments are fraught with uncertainty and change. Therefore, building capabilities to react, adapt and shape the environment, i.e., business agility, becomes critical for organizations. Fostering business agility implies transforming existing strategies, processes, cultures, and structures. For example, agile ways of working have garnered substantial attention among strategic management researchers and practitioners, since they require reconfiguring how individuals within teams work and how the organization is structured. This webinar will discuss the drivers, pitfalls, and critical success factors of business agility and agile transformation processes. Our speakers, Julian Birkinshaw (London Business School) and Sarah Elk (global leader at Bain & Company and co-author of ‘Doing Agile Right’) will share their insights on this topic, followed by a discussion with the audience.

This session was hosted and organized by the Strategy Process Interest Group's Patricia Klarner, Vienna University of Economics & Business, and Murat Tarakci, Rotterdam School of Management.


Strategy Process IG News

Strategy Process Advisory Board

J Ignacio Canales, University of Aberdeen
Xavier Castaner, University of Lausanne
Frances Fabian, University of Memphis
Dries Faems, WHU Otto Beisheim School of Management
Adelaide King, University of Virginia
Mark Kriger, BI Norwegian Business School
Tomi Laamanen, University of St. Gallen
Christoph Lechner, University of St. Gallen
Catherine Maritan, Syracuse University
Annette Ranft, Auburn University
Taco Reus, Erasmus University Rotterdam
Jorge Walter, George Washington University


picture of Daniel Mack
Daniel Mack
Singapore Management University
picture of Jennifer Sexton
Jennifer Sexton
Mississippi State University
picture of Joachim Stonig
Joachim Stonig
University of St. Gallen
picture of Magdalena Dobrajska
Magdalena Dobrajska
Carlos III University of Madrid
picture of Jeanine P. Porck
Jeanine P. Porck
Oklahoma State University
picture of David Souder
David Souder
University of Connecticut