Abstract
To understand organisational strategies scholars increasingly highlight the importance of approaching strategy as something which organisational members do rather than as something which the organisation itself holds (Jarzabkowski and Whittington 2008). Such reasoning acts as a basis in the strategy-as-practice stream for approaching strategy as a ‘pattern in a stream of goal-directed activity’ (Jarzabkowski 2005: 40) which continuously forms and reforms through social interactions between individual actors, at multiple organisational levels and in the external environment (Golsorkhi et al. 2010; Regnér 2008; Whittington 2006). In light of this reasoning, the practice approach has outlined the complexity of strategy, as well as deviated from the traditional view of strategy as a top-down stream of managerial decisions. Instead, the simultaneous existence of multiple and potentially contrasting streams of goal-orientated activities, favoured and maintained differently by actors across the organisation, is put forth to underlie strategy as a concept (Jarzabkowski 2005).
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Dahl, J., Kock, S., Henriksson, E.L.L. (2016). Strategising in Coopetitive Networks. In: Thilenius, P., Pahlberg, C., Havila, V. (eds) Extending the Business Network Approach. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-53765-2_14
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