Thinking and acting strategically: new challenges for interrogating strategy

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Leadership as Practice: Challenging the Competency Paradigm (2008, background): “An exploration of a practice perspective presents as intuitively appealing because, like strategy, leadership begs for ‘a complementary dialogue’ (Wilson & Jarzabkowski, 2004: 15) between the agendas, discourses and audiences of both academics and practitioners.”
Strategic Thinking and the IMP Approach: a Comparative Analysis (2007, background): “What are the underpinnings of this micro, activity-centred perspective? The central bases can be traced to a general shift in social science to focus on practice and a move to Mode 2 research (Balogun, Huff, & Johnson, 2003; Johnson et al., 2003; Whittington, 2003; Wilson & Jarzabkowski, 2004 ).”
International attention and multinational enterprise performance (2008, background): “Thus Ocasio’s framework emphasizes the organizational practices in which the real work of managers take place (Chia, 2004; Jarzabkowski, 2004; Jarzabkowski, Balogun, & Seidl, 2007; Wilson & Jarzabkowski, 2004), rather than particular sources of cognitive influence.”
Organizational resilience: A conceptual integrative framework (2012, background): “While strategic acting is the mobilization of the decisions made at the top of the organization (Wilson & Jarzabkowski, 2004), proactive orientation and action is actually predicting the future, getting prepared for it and acting accordingly.”