Session 60

Blurring the Boundaries of Strategy Work

Track J

Date: Tuesday, October 6, 2015

Track I

Time: 17:30 – 18:45

Paper

Room: Governor's Square 17


Session Chair:

  • Timo Santalainen, Aalto University

Title: Out of Bounds: Reshaping Multiplex Boundaries in a Megaproject

Authors

  • Renee Rottner, University of California-Santa Barbara

Abstract: Drawing on an in-depth historical case study, I examine how boundaries are remade in NASA's Spitzer Space Telescope, an infrared facility that was developed over three decades by two dozen organizations. Existing research treats boundaries as something that must be spanned, rather than something that can be changed. I extend the literature by revealing that boundaries are multilevel and malleable, and identify several mechanisms for altering the context of innovation projects. I contribute to our understanding of how to foster collaboration across diverse stakeholders in complex projects.

Title: Paradox of the Non-Hierarchical Organizational Form: Companies Managing Without Managers

Authors

  • Lauri Pietinalho, Aalto University
  • Olli Salo, Aalto University

Abstract: We observe how companies increasingly challenge the traditional hierarchical organization structure by implementing a combination of self-organization, emergent direction setting, intrinsic motivation and culture control practices. These practices stem from fundamentally different assumptions on human nature - that humans inherently want to strive for a greater good and the role of the organization should be to enable them - whereas previous models of employee inclusion such as self-managing teams still reflect extrinsic motivation and hierarchical controlling at their core. We set out to detail these practices and demonstrate their self-reinforcing nature, which we consider the fundamental enabler for the sustainability of this organizational form.

Title: Strategizing Practices in an Informal Economy Setting: A Case of Strategic Networking

Authors

  • William Phanuel Kofi Darbi, GIMPA
  • Paul Knott, University of Canterbury

Abstract: Despite increasing interest in strategy as situated practice, studies that examine strategizing practices in the informal economy are lacking. This article draws on Bourdieu’s logic of practice to understand strategic networking practices in an informal economy setting. It sets out an organisational ethnographic study of how an informal business and its network partners do strategic networking. We found that their strategic networking practices pivot around co-opetition, and are characterised within four interconnected themes: open communication, mutual surrogacy, fraternal engagement and naturalisation. These themes are constitutive of an interrelated set of field-specific capital and habitus of the informal business and its network partners. We show how actors adopt and internalise strategizing practices, and how this predisposition may be traced to strategic networking practices, choices and outcomes.

Title: Towards a Model of Open Strategizing

Authors

  • Robert Demir, Lancaster University

Abstract: Recently calls have been made for questioning the locus of strategic activity in general, and the actors engaged in it in particular. Some scholars have proposed the notion of open strategizing inspired by the idea of open innovation. However, empirical research and conceptual rigor is scarce. This study is an attempt to address this void by proposing a model of open innovation based on longitudinal observational data of a network of top managers in China. The model presented here offers three distinctive processes (content, context, outcome) that mutually signify open strategizing through nine specific activities that function either as binding or generative activities in probing solutions to strategic problems posed by a focal actor in open strategizing sessions.

All Sessions in Track J...

Sun: 08:00 – 09:15
Session 74: Open Strategy Workshops: Lessons Learned from Practising Strategizing
Sun: 09:45 – 11:00
Session 76: The evolution of the strategy as a profession and the field of strategy
Sun: 11:15 – 12:30
Session 81: Mapping current insights on strategy implementation
Sun: 16:15 – 17:30
Session 61: The Institutional Level of Strategizing Activities
Sun: 17:45 – 00:00
Session 318: Strategy Practice Business Meeting
Mon: 08:00 – 09:15
Session 62: Multi-level perspectives on capability development
Mon: 13:45 – 15:00
Session 63: Political and Material Aspects of Strategy Making
Tue: 11:00 – 12:15
Session 64: Strategic Renewal through Practical Engagement
Tue: 14:15 – 15:30
Session 65: Strategy Practice, Identity and Sensemaking
Tue: 15:45 – 17:00
Session 66: Building Nonmarket Strategic Capability
Tue: 17:30 – 18:45
Session 60: Blurring the Boundaries of Strategy Work

All Sessions in Track I...

Sun: 08:00 – 09:15
Session 276: K&I Sunday Panel: Big Data & Analytics in Strategy
Sun: 09:45 – 11:00
Session 277: K&I Foundations Session: A Conversation with Dan Levinthal
Sun: 11:15 – 12:30
Session 278: K&I Sunday Panel: Knowledge and Innovation in models of Business Models
Sun: 16:15 – 17:30
Session 104: Resource Allocation and Innovation
Session 261: Knowledge Creation and Sharing in Virtual Communities
Sun: 17:45 – 00:00
Session 317: Knowledge and Innovation Business Meeting
Mon: 08:00 – 09:15
Session 62: Multi-level perspectives on capability development
Session 105: Sourcing Strategies for Knowledge
Session 256: Innovation and the Strategy-Performance Relationship
Mon: 11:15 – 12:30
Session 203: Post Acquisition Learning
Session 204: Acquiring human capital: Process and outcomes
Mon: 13:45 – 15:00
Session 107: Evolving Industries, Evolving Products
Session 205: Knowledge Recombination and Interdependencies
Mon: 16:45 – 18:00
Session 100: Innovation Management in Networks, Ecosystems, and Innovation Hubs
Session 200: Strategic Leadership, Learning, and Exploration
Tue: 08:00 – 09:15
Session 136: Innovating and Learning in Collaborative Alliances
Session 255: Processes for Innovation and Ideation
Tue: 11:00 – 12:15
Session 101: Strategic Patenting
Session 137: Entrepreneurial Experience and Cognition: Implications for Venture Performance
Tue: 14:15 – 15:30
Session 198: Emerging Market Strategies
Session 206: Knowledge Replication, Transfer and Absorption
Tue: 15:45 – 17:00
Session 17: Human Capital and Entrepreneurship
Session 108: Open Innovation: Antecedents and Performance Effects
Session 262: Pioneering Knowledge
Tue: 17:30 – 18:45
Session 60: Blurring the Boundaries of Strategy Work
Session 202: Team Dynamics and Creativity
Session 271: Spinouts


Strategic Management Society

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