Session 26

Aspects of Strategy Work

Track C

Date: Thursday, March 18, 2010

 

Time: 13:15 – 14:45

Paper

Room: Kokoustila 3

Session Co-Chairs:

Title: Becoming a Strategist: A Learning View to Studying Top Management Team Meetings

Authors

  • Kirsi Lainema, Turku School of Economics

Abstract: How does one become a strategist? Attention to this understudied question has been called for by strategy as practice (SAP) researchers in especial. Most studies of practice, such as strategizing, deal with already established practices, and there are few intensive studies on the shaping up of practices. This conceptual paper argues for a practice-based learning perspective for studying the development of skills and abilities central in strategizing, i.e. the development of strategists. Furthermore, a longitudinal study based on observation of practices and their development is presented as a feasible way of studying learning-in-practice. As an example of an empirical study, a study on Top Management Team (TMT) meetings is briefly introduced. Finally, some considerations about the potential theoretical and practical implications are put forward.

Title: Domain Specific Modelling - A Tool for Strategic Management

Authors

  • Teemu Parkkinen, Tampere University of Technology
  • Tomi Nokelainen, Åbo Akademi University
  • Saku Mäkinen, Tampere University of Technology

Abstract: In this paper a novel method of utilizing Domain Specific Modeling for corporate strategic management is proposed. The proposed method potentially provides a multitude of benefits for managing complexity and assisting in communications during strategy creation and -implementation process, but has also benefits in strategic management after the strategy has been implemented.

This paper proposes the method and discusses the potential benefits and drawbacks that can be realistically expected when using the approach as part of strategy process and strategic management. The paper briefly describes what is required to create a model, then the potential benefits and drawbacks are discussed. At the end of this paper, some discussions on applicability is covered, together with future steps to verify the claims made in the paper.

Title: Practices for Organising and Strategising in IPSFs

Authors

  • Katja Maria Hydle, IRIS
  • Randi Lunnan, BI Norwegian Business School

Abstract: This paper empirically explores the practices of organising services in an International Professional Service Firm using the strategy-as-practice approach. Building on Miles and Snows three types of organising namely the defenders, the prospectors and the analysers (1978; 2007), an empirical study of service performance exposes that there are three types of organising communities within the same firm: Communities of Practices, Communities of Tasks and Communities of Networks. The paper shows how a combination of complementary strategies supporting the communities, are used in order to maintain competitive advantage. By studying micro activities within firms we expose that different service strategies reinforce each other and claim that attending to only one logic of organising and strategising might undermine the different value creating services within the company.

Title: Strategies For Continuous Renewal: How To Combine Strategic Thinking, Continuous Renewal and Performance Management

Authors

  • Pentti Sydänmaanlakka, Pertec
  • Laura Vargas, Pertec

Abstract: The objective of our presentation is to describe new innovative ways of implementing strategic thinking in our expert organizations. Intelligent leadership is a new holistic framework for leading our employees in network organizations. It has challenged the old ways of thinking about and executing strategic management, and supports the development of new processes and tools to implement strategic thinking. Performance management is one key management process that needs updating. Strategic thinking and continuous renewal (creative thinking) should be core elements of innovative performance management process.

All Sessions in Track C...

Thu: 13:15 – 14:45
Session 26: Aspects of Strategy Work
Thu: 15:15 – 16:45
Session 37: Practices of Collaborative Strategizing
Thu: 17:00 – 18:30
Session 25: Strategic Initiatives, Business Development and Top Management Team
Fri: 10:15 – 11:45
Session 31: Perspectives to Value Creation, Strategic Advantage and Corporate Decline
Fri: 13:15 – 14:45
Session 27: Strategizing for the Future and Global Capability


Strategic Management Society

Finland