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On the risk of studying practices in isolation: Linking what, who, and how in strategy research

On the risk of studying practices in isolation: Linking what, who, and how in strategy research This article challenges the recent focus on practices as stand-alone phenomena, as exemplified by the so-called “Practice-Based View of Strategy” proposed by Bromiley and Rau. While the goal of “Practice-Based View of Strategy” points to the potential for standard practices to generate performance differentials (in contrast to the resource-based view), it marginalizes well-known insights from practice theory more widely. In particular, by limiting its focus to practices, that is, “what” practices are used, it underplays the implications of “who” is engaged in the practices and “how” the practices are carried out. In examining practices in isolation, the “Practice-Based View of Strategy” carries the serious risk of misattributing performance differentials. In this article, we offer an integrative practice perspective on strategy and performance that should aid scholars in generating more precise and contextually sensitive theories about the enactment and impact of practices as well as about critical factors shaping differences in practice outcomes. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Organization SAGE

On the risk of studying practices in isolation: Linking what, who, and how in strategy research

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References (73)

Publisher
SAGE
Copyright
© The Author(s) 2015
ISSN
1476-1270
eISSN
1741-315X
DOI
10.1177/1476127015604125
Publisher site
See Article on Publisher Site

Abstract

This article challenges the recent focus on practices as stand-alone phenomena, as exemplified by the so-called “Practice-Based View of Strategy” proposed by Bromiley and Rau. While the goal of “Practice-Based View of Strategy” points to the potential for standard practices to generate performance differentials (in contrast to the resource-based view), it marginalizes well-known insights from practice theory more widely. In particular, by limiting its focus to practices, that is, “what” practices are used, it underplays the implications of “who” is engaged in the practices and “how” the practices are carried out. In examining practices in isolation, the “Practice-Based View of Strategy” carries the serious risk of misattributing performance differentials. In this article, we offer an integrative practice perspective on strategy and performance that should aid scholars in generating more precise and contextually sensitive theories about the enactment and impact of practices as well as about critical factors shaping differences in practice outcomes.

Journal

Strategic OrganizationSAGE

Published: Aug 1, 2016

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