The SAGE Handbook of Process Organization Studies provides a comprehensive and timely overview of the field. This volume offers a compendium of perspectives on process thinking, process organizational theory, process research methodology and empirical applications. The emphasis is on a combination of pedagogical contributions and in-depth reviews of current thinking and research in each of the selected areas, combined with the development of agendas for future research. The Handbook is divided into five sections: Part One: Process Philosophy Part Two: Process Theory Part Three: Process Methodology Part Four: Process Applications Part Five: Process Perspectives
Chapter 24: Strategy as Practice, Process, and Institution: Turning Towards Activity
Strategy as Practice, Process, and Institution: Turning Towards Activity
Strategy as Practice reconceives strategy as something people do, rather than something organizations have (Johnson et al., 2003). In this respect, Strategy as Practice sits right between Process and Institutionalist traditions in Organization Theory. By its very title, Strategy as Practice connects to Institutionalist concerns for practices, the institutionalized structures of action (Scott, 2014; Vaara and Whittington, 2012). At the same time, Strategy as Practice's focus on the doing of strategy – strategizing – links directly to the growing preference among Process scholars for verbs over nouns, lived experience over abstract concepts (Langley et al., 2013; Jarzabkowski et al., 2007).
Strategy as Practice's position between Institutionalist and ...