Revealing the Internal Logic of Strategy-as-Practiced

Abstract

Despite much scholarly attention being given to strategy-as-practice, we still lack a deep understanding about how strategy is accomplished in organisations. Building on current debates, the present study investigates an under-researched praxis of driving innovation and change to help improve the business and the bundle of practices that managers must work through to perform this strategic work. Using personal construct theory and repertory grids, we elicited and analysed the internal construct systems of top managers in a retail chain undergoing strategic redirection to determine the common cognitive dimensions in their decision-making. Our conceptualizing showed two sets of opposing cognitive mediating factors that paradoxically help and hinder the effective performance of strategic work. On the one hand, issues of thinking and acting strategically, having a sense of urgency, and the need for constant reflection were seen as key to strategic work. On the other hand, key practice elements caused managers to struggle with cognitive disorder, complacent thinking, and cognitive inertia. We discuss these findings with a view to encourage further research in the field of strategy-as-practice that examines not only the doing, but also the thinking behind important strategic work.