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dc.contributor.authorMackay, Brad
dc.contributor.authorChia, Robert
dc.contributor.authorNair, Anup
dc.identifier.citationMackay , B , Chia , R & Nair , A 2020 , ' Strategy- in -practices : a process philosophical approach to understanding strategy emergence and organizational outcomes ' , Human Relations , vol. Online First , pp. 1-33 .
dc.identifier.otherPURE: 267506251
dc.identifier.otherPURE UUID: 39bb59a1-c813-4130-957a-da5e28c71d17
dc.identifier.otherWOS: 000542387500001
dc.identifier.otherScopus: 85086701523
dc.identifier.otherORCID: /0000-0001-8737-3018/work/82788684
dc.description.abstractEmergence of a firm’s strategy is of central concern to both Strategy Process (SP) and Strategy-as-Practice (SAP) scholars. While SP scholars view strategy emergence as a long-term macro conditioning process, SAP advocates concentrate on the episodic micro ‘doing’ of strategy actors in formal strategy planning settings. Neither perspective explains satisfactorily how process and practice relate in strategy emergence to produce tangible organizational outcomes. The conundrum of reconciling the macro/micro distinction implied in process and practice stems from a shared Substantialist metaphysical commitment that attributes strategy emergence to substantive entities. In this article, we draw on Process metaphysics and the practice-turn in social philosophy and theory to propose a Strategy-in-Practices (SIP) perspective. SIP emphasizes how the multitude of coping actions taken at the ‘coal-face’ of an organization congeal inadvertently over time into an organizational modus operandi that provides the basis for strategizing. Strategy, therefore, inheres within socio-culturally propagated predispositions that provide the patterned consistency that makes the inadvertent emergence of a coherent strategy possible. By demonstrating how strategy is immanent in socio-culturally propagated practices, the SIP perspective overcomes the troublesome micro/macro distinction implied in SP and SAP research. It also advances our understanding of how strategy emergence impacts organizational outcomes.
dc.relation.ispartofHuman Relationsen
dc.rightsCopyright © The Author(s) 2020. Open Access. This article is distributed under the terms of the Creative Commons Attribution-NonCommercial 4.0 License ( which permits non-commercial use, reproduction and distribution of the work without further permission provided the original work is attributed as specified on the SAGE and Open Access pages (
dc.subjectImmanent strategyen
dc.subjectStrategy emergenceen
dc.subjectHD28 Management. Industrial Managementen
dc.titleStrategy-in-practices : a process philosophical approach to understanding strategy emergence and organizational outcomesen
dc.typeJournal articleen
dc.description.versionPublisher PDFen
dc.contributor.institutionUniversity of St Andrews.School of Managementen
dc.contributor.institutionUniversity of St Andrews.Office of the Principalen
dc.description.statusPeer revieweden

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