The anatomy of strategy process stages: post-processal and strategy as practices

The anatomy of strategy process stages: post-processal and strategy as practices
Document type
Conference Paper
Author(s)
Elshamly, Amina Basiouny Mousa; Gear, Tony; Davies, Barry
Publisher
British Academy of Management
Date of publication
9 September 2014
Series
British Academy of Management Conference Proceedings 2014
Subject(s)
Management & leadership: including strategy, public sector management, operations and production
Collection
Business and management
Material type
Reports

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[Authors' original abstract]

The intellectual history of our ideas about the strategy process can be broken down into three stages:in the 1960s-1990s, the emphasis on ‘strategy as planning’ gave rise to the deliberative approach(Stage1)‘Deliberate vs. Emergent’ which tended to concern itself with measurable identifiable factors inside and outside the organization. The focus changed the view of emergent strategy that was more adept at incorporating ‘non-tangible’ aspects of a strategy (i.e.‘political agenda’,‘intuition’). The second stage(stage2)saw the deliberate and emergent approach incorporated into a ‘mixed’ approach that became the dominant model in the literature since the 1980s-1990s. The contemporary perspective(Stage3)adopts an activities-based view, which became dominant during the 1990s onwards as the modern strategy process: a processual approach, strategy as practice and a post processual strategy approach. This article is aimed at the academic community to further theoretical research in strategic management, and may also inform business managers to understand the strategy process, its phases and activities.

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