Session 148

Research Direction at the Intersection of Strategy Process and Practice

Track P

Date: Wednesday, September 15, 2010


Time: 09:30 – 10:30

Showcase Panel

Room: Bramante 2

Session Co-Chairs:

  • Véronique Ambrosini, Monash University

    photo of Véronique Ambrosini

    Véronique Ambrosini is Professor of Management (Strategic Management) at Monash University (Australia). She was previously a Professor of Management at the University of Birmingham and at Cardiff University (UK). Her research is carried out taking essentially a resource-based and dynamic capability view and a strategy-as-practice perspective. Véronique Ambrosini has articles published in academic journals such as the British Journal of Management, Human Relations, the Journal of Management Studies or the International Journal of Management Reviews and practitioner oriented journals such as the European Management Journal. She is a member of the Strategic Management Society, the Academy of Management, the Australian and New Zealand Academy of Management and the British Academy of Management. She is a past Chair, Programme Chair, Associate Programme Chair and Representative at large of the Strategic Management Society Strategy Practice Track. She is also a former associate editor of the British Journal of Management and a current associate editor of the Journal of Management & Organization (ANZAM Journal).

  • Sotirios Paroutis, University of Warwick

    photo of Sotirios Paroutis

    Sotirios Paroutis is Associate Professor of Strategic Management at the Warwick Business School, United Kingdom. His research covers topics at the intersections of strategy practice and process such as: discourse, tools and cognition, strategy directors, workshops and CEO language. His work has been published or is forthcoming in Strategic Management Journal, Journal of Management Studies, Human Relations, California Management Review, Journal of Knowledge Management and Innovating Strategy Process (SMS book series). He is recipient of the 2008 SMS Best Conference Paper Prize for Practice Implications and past chair of the Strategy Practice interest group. He has been involved in training for a number of firms including IBM, E.On, UBS, CapGemini and Transport for London. Prior to academia, he worked for McKinsey & Co in London and Procter and Gamble in Athens.


The recent SMS Special Conference Finland 'Intersections of Strategy Processes and Strategy Practices' was motivated by the conviction that great strategies do hardly happen by chance: they need the right kinds of strategy development and execution processes, as well as support from robust and innovative strategy-making practices. This suggests that we need to better understand both what strategy processes and strategy practices are as well as the intersections between the two. The intersections of strategy processes and strategy practices offer important new research challenges and opportunities. In this panel, leading strategy scholars will share their experiences around conceptualizing, designing, conducting and publishing research at the intersections. They will address the following questions: how can such studies be conceptualized and designed, what are the key theories that scholars can use, what are some of the challenges in publishing studies at the intersections and how can authors tackle them? The panel will also suggest questions for future studies.

All Sessions in Track P...

Sun: 17:30 – 18:30
Session 137: SMS Evolving: New IGs on Strategic Human Capital and Stakeholder Strategy
Mon: 08:15 – 09:15
Session 138: Keynote: The Future of Competition: Linking the Macro with the Micro
Mon: 13:45 – 14:45
Session 139: Dynamic Capabilities at the Crossroads
Mon: 15:15 – 16:30
Session 318: Capital Market Valuation and Corporate Value Creation Strategies: How to Specify Success Factors of Premium Conglomerates
Tue: 08:00 – 09:15
Session 353: Conscious Capitalism: A Holistic Approach to Business Research and Practice
Tue: 09:30 – 10:30
Session 141: NeuroScience and Strategic Management
Session 142: Ambidexterity, Capabilities, and Strategic Change
Session 143: Family Business, Global Contexts, and Strategic Management
Session 146: Heterogeneity, Selection, and its Implications for Strategy
Session 149: Strategy Execution: Eastern Perspective on Self Organization
Session 324: Adaptive Strategy
Tue: 15:45 – 16:45
Session 140: Big Physics, Small Particles and Bridging Research Communities
Wed: 09:30 – 10:30
Session 145: Microfoundations: A New Lens for Strategic Management
Session 147: Heterogeneity of Business Models: Differences Across Systems, Regions, Goals
Session 148: Research Direction at the Intersection of Strategy Process and Practice

Strategic Management Society