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Sökning: hsv:(SAMHÄLLSVETENSKAP) hsv:(Ekonomi och näringsliv) hsv:(Företagsekonomi)

  • Resultat 27861-27870 av 35754
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27861.
  • Regnér, Patrick (författare)
  • Relating strategy as practice to the resource-based view, capabilities perspectives and the micro-foundations approach
  • 2015
  • Ingår i: Cambridge Handbook of Strategy as Practice. - : Cambridge University Press. - 9781139681032 ; , s. 301-316
  • Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
    • Introduction Although strategy-as-practice research has thrived during the last decade, the resource-based view (RBV: Barney 1991; Peteraf 1993; Wernerfelt 1984) and capabilities perspectives (Dosi, Nelson and Winter 2000; Eisenhardt and Martin 2000; Winter 2003) have continued to dominate mainstream strategic management research. Recent work has also started to show an increased interest in the micro aspects of strategy, emphasizing micro-foundations as essential in understanding organizational capabilities and resources and their origins (Abell, Felin and Foss 2008; Felin and Foss 2005; Gavetti 2005; Teece 2007). There have been repeated calls for examinations at the intersection between these research directions and SAP research (Jarzabkowski and Kaplan 2010; Johnson et al. 2007; Johnson, Melin and Whittington 2003; Regnér 2012; Vaara and Whittington 2012), but surprisingly little of this nature has materialized so far, with a few exceptions (for example, Ambrosini 2003; Ambrosini, Bowman and Burton-Taylor 2007; Kaplan 2008; Regnér 2003; 2008; Salvato 2003; 2009). This chapter examines the intersection between strategy as practice and perspectives that have dominated strategy content research during the last couple of decades. Specifically, it examines differences and commonalities, potential relationships and synergies between strategy as practice and the RBV, capabilities perspectives and the micro-foundations approach. It further investigates extant strategy-as-practice research at this intersection and identifies potential future research opportunities. What can possibly be gained from investigating this intersection? There are four points that are of particular importance. First, besides underlining the importance of strategy practices and activities generally for strategic management, it may provide insights into how practices, praxis and practitioners underlie resources and capabilities that maintain competitive advantage. If we accept that there is a relationship between what managers do and strategy content and outcomes, a key issue is determining how practices both enable and impede managers in their strategy praxis concerning resources and capabilities. By linking strategy as practice to resource-based, capabilities and micro-foundations research, it is thus possible to demonstrate the prominence of practices, social contexts and interactions for strategy. This is, of course, in contrast to extant assumptions in these strategy content research areas that often primarily emphasize rational top managers and individuals. The link to the resource-based and capabilities views may thus strengthen the main theoretical traits of the SAP approach and consolidate it.
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27862.
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27863.
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27864.
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27865.
  • Regnér, Patrick (författare)
  • Strategy-as-practice and dynamic capabilities : steps towards a dynamic view of strategy
  • 2008
  • Ingår i: Human Relations. - : SAGE Publications (UK and US) / Springer Verlag (Germany). - 1741-282X .- 0018-7267. ; 61:4, s. 565-588
  • Tidskriftsartikel (refereegranskat)abstract
    • This article identifies an essential research area where a strategy-as-practice approach can make important contributions to the strategic management field: the dynamic process through which organizational assets are developed. It compares strategy-as-practice and dynamic capabilities perspectives and demonstrates how the former may complement the latter in analyzing activities that underpin and may create and modify organizational assets. Several distinct features of the practice approach are identified as fertile ground for examining the micro-foundations of strategy dynamics. It is demonstrated how activity configurations, socio-cultural embeddedness, co-evolution, social interactions, the inclusion of multiple strategists and an awareness of the importance of imagination can complement the dynamic capabilities perspective and may provide suggestions for a dynamic view more generally.
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27866.
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27867.
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27868.
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27869.
  • Regnér, Patrick (författare)
  • Strategy Creation in the Periphery: Inductive Versus Deductive Strategy Making
  • 2003
  • Ingår i: Journal of Management Studies. - : Blackwell Publishers Ltd. - 1467-6486 .- 0022-2380. ; 40:1, s. 57-82
  • Tidskriftsartikel (refereegranskat)abstract
    • Although strategy process research has provided careful and in-depth descriptions and examinations of strategy, micro-level processes and activities have been less commonly evaluated, especially as regards strategy creation and development. This paper examines how managers create and develop strategy in practice. A dual longitudinal case methodology, including a single in-depth study combined with a multiple retrospective study is used, invoking four multinational companies. The findings show a twofold character of strategy creation, including fundamental different strategy activities in the periphery and centre, reflecting their diverse location and social embeddedness. Strategy making in the periphery was inductive, including externally oriented and exploratory strategy activities like trial and error, informal noticing, experiments and the use of heuristics. In contrast, strategy making in the centre was more deductive invoking an industry and exploitation focus, and activities like planning, analysis, formal intelligence and the use of standard routines.
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27870.
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