STRATEGY AS PRACTICE: SEEING THE PRACTICE OF MATERIAL DEPLOYMENT THROUGH AFFORDANCE LENSES
Vimpari, Mika A. (2019-10-31)
Vimpari, Mika A.
31.10.2019
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe2019103136184
https://urn.fi/URN:NBN:fi-fe2019103136184
Tiivistelmä
The objective of this research was to investigate sociomaterial aspects of affordances regarding the practices in the strategy work. The materials have been studied on and off for a while and traditionally this research has had its roots in resource-based views. The strategy-as-practice stream has benefited the management research by giving importance on what strategists and practitioners do in practice. The findings of the empirical research showed evidence for abundant contemporary methods in the application of the technologies and programs before and after the meeting.
The paper managed to include two distinctive datasets for the analysis. The meeting practices showed how the contemporarily strategic meetings are conducted both virtually and face-to-face. The data analysis finds evidence that the practitioners are tolerant to the certain program and material related inefficiencies and side-effects although their task as a strategist and practitioner relate to finding the solution to these issues. The industrial design directors (the Cluster 1) discussed how they convert intangibles to tangible outcomes through creativity, use of methods and tools, and especially communicate with visual means. The middle-management informants (the Cluster 2) were involved to follow the strategic agenda, the policies related to the use of selected technologies and take action related to a distinctive set of social practices in a global company. The findings show how one large organization utilize telecommunication as an important enabler in the praxis. As a managerial implication, the paper proposes discussions on the key technological instruments in the praxis to better justify current routines: the constraints limit the efficient practice. The phenomena of postponing the chance could be explained by dwelling until the strategy emerges.
The paper managed to include two distinctive datasets for the analysis. The meeting practices showed how the contemporarily strategic meetings are conducted both virtually and face-to-face. The data analysis finds evidence that the practitioners are tolerant to the certain program and material related inefficiencies and side-effects although their task as a strategist and practitioner relate to finding the solution to these issues. The industrial design directors (the Cluster 1) discussed how they convert intangibles to tangible outcomes through creativity, use of methods and tools, and especially communicate with visual means. The middle-management informants (the Cluster 2) were involved to follow the strategic agenda, the policies related to the use of selected technologies and take action related to a distinctive set of social practices in a global company. The findings show how one large organization utilize telecommunication as an important enabler in the praxis. As a managerial implication, the paper proposes discussions on the key technological instruments in the praxis to better justify current routines: the constraints limit the efficient practice. The phenomena of postponing the chance could be explained by dwelling until the strategy emerges.