000			02080nam a22002657a 4500
003			OSt
005			20260515084037.0
008			260121b |||||||| |||| 00| 0 eng d
022			_a1941-6520
022			_a1941-6067
040			_aTBS _bEN _cTBS
041			_aeng
100			_aVaara, Eero _913095 _eauthor
245			_aStrategy-as-practice _b: taking social practices seriously _c/ Eero Vaara, Richard Whittington.
260			_bThe Academy of Management Annals, _c2012
300			_a285-336 pages.
362			_aThe Academy of Management annals, 2012-01, Vol.6 (1), p.285-336
520			_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.
630		0	_aMSc International Business _926977
650		0	_aSocial sciences _xResearch _913372
650		0	_aStrategic planning _xSocial aspects _910360
700			_aWhittington, Richard _91394 _eauthor
856			_uhttps://research-ebsco-com.hub.tbs-education.fr/c/q5dvh4/viewer/pdf/j5jgg7hr3v
942			_2lcc
999			_c5234 _d5234