01999nam a22002417a 4500003000400000005001700004008004100021022001400062022001400076040001700090041000800107100002400115245009900139260004500238300001900283362006800302520117100370630003101541650003001572650003901602700003301641856008301674OSt20260515084037.0260121b        |||||||| |||| 00| 0 eng d  a1941-6520  a1941-6067  aTBSbENcTBS  aeng  aVaara, Eeroeauthor  aStrategy-as-practiceb: taking social practices seriouslyc/ Eero Vaara, Richard Whittington.   bThe Academy of Management Annals, c2012  a285-336 pages.  aThe Academy of Management annals, 2012-01, Vol.6 (1), p.285-336  aThis article reviews research in Strategy-as-Practice (SAP) and suggests directions for its development. The power of this perspective lies in its ability to explain how strategy-making is enabled and constrained by prevailing organizational and societal practices. Our review shows how SAP research has helped to advance social theories in strategic management, offered alternatives to performance-dominated analyzes, broadened the scope in terms of organizations studied and promoted new methodologies. In particular, it has provided important insights into the tools and methods of strategy-making (practices), how strategy work takes place (praxis), and the role and identity of the actors involved (practitioners). However, we argue that there is a need to go further in the analysis of social practices to unleash the full potential of this perspective. Hence, we outline five directions for the further development of the practice perspective: placing agency in a web of practices, recognizing the macro-institutional nature of practices, focusing attention on emergence in strategy-making, exploring how the material matters, and promoting critical analysis. 0aMSc International Business 0aSocial sciencesxResearch 0aStrategic planningxSocial aspects  aWhittington, Richardeauthor  uhttps://research-ebsco-com.hub.tbs-education.fr/c/q5dvh4/viewer/pdf/j5jgg7hr3v