Session 255

Social and Market Dimensions in Strategy Practice

Track J

Date: Monday, September 13, 2010


Time: 16:45 – 18:00


Room: Tintoretto 1

Session Chair:

  • Laura Costanzo, University of Southampton

Title: Broken Chains: The Insignificance of Electronic Marketplace and Spirit Misfit


  • Rueylin Hsiao, National Chengchi University
  • Su-Hua Ou, National Chengchi University
  • Hui-Fen Chen, National Taipei University of Education

Abstract: An electronic marketplace provides a viable technological platform to strengthen supply chain operations. Evidence widely suggests that unfavorable adoption conditions and the lack of online trust are the major reasons accounting for the adoption inertia. Few studies go deeper and investigate the underlying organizing principles, or technology spirit, assumed in the e-marketplace. Taken a structuration perspective, this case-based research examines the non-adoption strategy of e-marketplace in Beijing, China. The findings suggest that the technology is rejected not simply because of poor adoption condition and the lack of trust building mechanism, but also because of the risk in disrupting the existing principles, or spirit in organizations, especially the specific supply chain mechanism in corresponding business context. Thus, this paper offers valuable implications to technology adoption strategy.

Title: Replication as a Social Practice: Towards a Research Agenda of Capability and Routine Replication


  • Martin Friesl, Lancaster University
  • Joanne Larty, Lancaster University

Abstract: Replication of routines and capabilities has been largely neglected in recent research. This paper sketches the conceptual work in progress for an ongoing empirical longitudinal research project on the replication of routines and capabilities in franchise organizations. We build upon current theoretical and empirical research and suggest conceptualizing replication as a social practice. This goes beyond knowledge sharing activities between a replicator and a replicatee and explicitly acknowledges the role of artefacts and multiple internal and external actors in the process of replication. In this respect we differentiate replication into three interrelated sub-practices: (re-) creation of rules, translation of rules and the performance of rules. Based on this distinction we develop trajectories for further empirical research on routine and capability replication.

Title: Service-Dominant Strategy for Customer Value Creation: Practice-Theoretical Approach


  • Paavo Järvensivu, Aalto University

Abstract: Generally, firms need to create customer value in order to capture value for their owners (Lepak et al. 2007, Priem 2007). Value is created as benefits for the customer and captured in monetary forms. Recent studies in marketing have claimed that in order for firms to effectively create value for/with their customers they need to develop a service-dominant strategy (Vargo and Lusch 2004, 2008, Lusch et al. 2007), where the focus is on co-created service processes rather than goods and services in the traditional sense, i.e. offerings that are embedded with value. The purpose of this paper is to provide an improved understanding, through a focus on the social practices of strategizing, of how a service-dominant strategy can be constructed in a new business development context.

Title: Transferring the 'War On Terror' to the Private Sector: A Practice Perspective on Organisastional Tensions


  • Maureen Meadows, Coventry University
  • Kirstie Ball, Open University
  • Elizabeth Daniel, Open University
  • Sally Dibb, Open University
  • Keith Spiller, Open University

Abstract: This study takes a strategy-as-practice perspective to investigate the organisational challenges of addressing counter-terrorism legislation by private sector firms. Programmes of activity in two key sectors of UK industry, financial services and the travel sector, are explored. Key informant interviews are used to investigate the organisational consequences of the new legislation. Theoretically, the research draws on ideas of framing management theory in relation to tensions in good management practice. Plans for future work are outlined, where in-depth case studies will be used to investigate resultant changes in the roles of key staff such as those in customer facing roles, as well as experts in marketing and customer relationship management.

All Sessions in Track J...

Sun: 10:15 – 11:30
Session 338: Renewing our Research Interests at the Crossroads
Sun: 12:45 – 14:00
Session 339: Strategic Issues at the Crossroads: A Collaborative and Open Strategy at Intel Corporation
Sun: 14:30 – 15:45
Session 340: Landmark Books in Strategy-as-Practice: At the Crossroads
Sun: 16:00 – 17:15
Session 346: Interest Group Business Meeting-The Practice of Strategy
Mon: 09:45 – 11:00
Session 250: Strategists Dealing with Change
Mon: 11:15 – 12:30
Session 258: Strategizing in Challenging Settings
Mon: 15:15 – 16:30
Session 253: Cognitive Elements of Strategy Practice
Mon: 16:45 – 18:00
Session 255: Social and Market Dimensions in Strategy Practice
Tue: 08:00 – 09:15
Session 252: Impactful Learning and Knowing
Session 260: Strategic Tools in Action
Tue: 11:00 – 12:15
Session 257: Strategizing Across Networks
Tue: 14:00 – 15:15
Session 259: Unpacking Strategy Making
Tue: 17:00 – 18:15
Session 251: Strategy as Discourse
Wed: 08:00 – 09:15
Session 256: Practitioner Influence on Strategic Actions
Wed: 11:00 – 12:15
Session 303: Dealing with Tensions in Strategy Practice

Strategic Management Society