Session 64

Strategic Renewal through Practical Engagement

Track J

Date: Tuesday, October 6, 2015


Time: 11:00 – 12:15

Common Ground

Room: Plaza Court 4


  • Elena Antonacopoulou, University of Liverpool

Title: A Four-Developmental Stage Model of Management Innovation Through Academic-Practitioner Interactions


  • Guillaume Carton, University of Paris-Dauphine
  • Stephanie Dameron, Paris Dauphine University

Abstract: This research is aimed at understanding how management innovations may be generated through the interactions between scholars and practitioners. For that purpose, we propose a framework of generation and diffusion of knowledge between research and practice. Through this lens, we analyze the developmental process of 14 management innovations that were created during the 20th and 21st centuries. This analysis shows a 4-phase model of management innovation development in which interactions between researchers and practitioners evolve to lead to the institutionalization of a management innovation. This paper contributes to the management innovation stream by highlighting the way research and practice may interact to build management innovation, and by deepening our understanding of how the academic legitimacy may be built through the relationships with practice.

Title: A Simple Heuristic for Making Sense of the Firm’s Strategic Boundaries


  • George Tovstiga, EDHEC Business School

Abstract: Firm boundaries have long been a central theme in strategic management, yet the focus has been largely theoretical and on transaction cost economics. This paper proposes a practice-oriented heuristic for making sense of the firm’s strategic boundaries. A simple conceptual framework, the firm’s ‘unique competing space’, forms the basis of the heuristic; it suggests three strategic boundaries of the firm: to its competition, to its customers, and a firm-internal threshold representing the firm’s propensity to exploit its strategic resources. Empirical findings substantiate that strategic issues arising from changes at the firm’s two externally oriented boundaries trigger issues related to its ability to respond to these changes. This paper contributes a pragmatic heuristic and empirical evidence of its applicability to strategy practice.

Title: Discourse As a Strategy Process in the 21st Century U.S. Newspaper Industry


  • Jun Ho Lee, University of Illinois at Urbana-Champaign
  • Jeffrey Loewenstein, University of Illinois-Urbana Champaign
  • Huseyin Leblebici, University of Illinois at Urbana-Champaign

Abstract: We explore the interplay between industry-level discourse and firm-level discourse about strategy and how it influences strategy formation. We empirically examine how U.S. newspaper industry discourse from 1993-2005 influences newspaper companies to create a variety of strategies in response to the emergence of digital media. We suggest that the interaction between industry discourse and firm discourse about a strategy is characterized by the translation process—a firm mobilizes industry discourse to make sense of critical contingencies such as technological disruptions and gains new ideas underlying the strategy. This study contributes to our understanding of strategy process and practice by suggesting a discursive mechanism that accounts for the evolution of a contextualized strategy.

Title: Making Sense of Firm Resources and Capabilities: Does It Matter?


  • Paul Knott, University of Canterbury

Abstract: Strong theoretical support exists for the notion that the resources and capabilities controlled by firms are important to their ongoing performance, and corresponding methods exist for strategists to evaluate a firm’s resources and capabilities. However, evidence suggests that they mostly do not use these methods. This paper sets out the methods and actions that strategists do use, and how these enable at least some understanding to emerge about their firms’ resources and capabilities via sensemaking processes. Key questions then are the nature of these processes and the content, omissions, and limitations of the resulting understanding, including potential biases. The purpose of this presentation will be to explore and discuss further how research can codify these capability and resource sensemaking processes and elaborate on their limitations.

Title: Management Practices and National Culture


  • Bo H. Eriksen, University of Southern Denmark

Abstract: Recent cross-national empirical research in the economics of management shows evidence that management practices differ among countries and firms, and that “better management” results in higher firm performance. Some criticize this research for its limited consideration of cultural differences, and that “good management” is contingent on cultural factors. In this paper I examine how congruence with national cultural values is associated with the usefulness of formalized management practices combining data on national cultural values with data from the World Management Survey. I find evidence consistent with a view that management practices are more efficient when cultural values favor formal management methods.

Title: Micro-processes in Strategic Innovation: Cross Functional Interaction on User Experience


  • Hanna Lehtimaki, University of Eastern Finland
  • Heli Rantavuo, Microsoft

Abstract: This paper presents an empirical study of cross functional interaction in bringing user (UX) and customer experience (CX) into product development. The case examines the product development process of a mobile handset from the perspective of a design unit, which seeks to influence other units in adopting a user perspective. The paper identifies three micro-processes which shape the social dynamics between the units. The paper highlights the day-to-day practice of innovating and draws attention to the interaction between the different functions with separate interests, responsibilities and world views

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

Strategic Management Society