Strategy and Leadership Practices

Week 1.

Brorström, S., & Styhre, A. (2023). Strategizing and “strategifying” for the common good: the case of deprived neighborhoods in the Swedish city of Gothenburg. International Public Management Journal, 1-18.

Ferraro, F., Etzion, D., & Gehman, J. (2015). Tackling grand challenges pragmatically: Robust action revisited. Organization Studies, 36(3), 363-390.

Fleming, P. (2019). Robots and organization studies: Why robots might not want to steal your job. Organization Studies, 40(1), 23-38.

Mintzberg, H. and James A. Waters (1982). Of Strategies, Deliberate and Emergent Strategic Management Journal Vol. 6, No. 3 pp. 257-272

Whittington, R. (1996). Strategy as practice. Long Range Planning, 29, 731–735.

Additional reading

Brorström, S. (2023). The sustainability shift: The role of calculative practices in strategy implementation. Financial Accountability & Management. In press

Vaara, E. and R. Whittington. 2012. “Strategy as Practice: Taking Social Practices Seriously.” Academy of Management Annals 6(1): 285–336.

Week 2.

Brorström, S. (2018). How numbers of the future are shaping today: The role of forecasts and calculations in public sector strategic thinking. Financial Accountability & Management, 34(1), 17-29.

Jarzabkowski, P., & Seidl, D. (2008). The role of meetings in the social practice of strategy. Organization Studies. 29(11): 1391-1426.

Kaplan, S., (2011). Strategy and PowerPoint: An inquiry into the epistemic culture and machinery of strategy making. Organization Science, 22(2), 320–346.

Weick, Karl E., Drop Your Tools: An Allegory for Organizational Studies. Administrative Science Quarterly Vol. 41, No. 2, 40th Anniversary Issue (Jun., 1996): 301-313

Additional reading

Egels-Zandén N. (2016) Not made in China: Integration of social sustainability into strategy at Nudie Jeans Co, Scandinavian Journal of Management, Volume 32, Issue 1. Pages 45-51,

Jarzabkowski, P. and S. Kaplan. (2015). Strategy Tools-in-Use: A Framework for Understanding ‘Technologies of Rationality’ in Practice. Strategic Management Journal 36(4): 537–558.

Week 3.

Dameron, S., & Torset, C. (2014). The discursive construction of strategists' subjectivities: Towards a paradox lens on strategy. Journal of Management Studies, 51(2), 291-319.

Hautz, J,. Seidl, D. & Whittington R. (2017). Open Strategy: Dimensions, Dilemmas, Dynamics, Long Range Planning, 50 (3): 298-309,

Rouleau. L. (2005), ‘Micro-Practices of Strategic Sensemaking and Sensegiving: How Middle Managers Interpret and Sell Change Every Day’, Journal of Management Studies, 42(7): 1414–1441.

Stjerne, I., Geraldi, J. and Wenzel, M. (2024), Strategic Practice Drift: How Open Strategy Infiltrates the Strategy Process. J. Manage. Stud.. https://doi.org/10.1111/joms.12895

Additional reading

Gond, J. P., Cabantous, L., & Krikorian, F. (2018). How do things become strategic? ‘Strategifying’corporate social responsibility. Strategic Organization, 16(3), 241-272.

Week 4.

Bouty, I., & Drucker-Godard, C. (2019). Managerial work and coordination: A practice-based approach onboard a racing sailboat. Human Relations, 72(3), 565–587

Carlsson-Wall, M., DeMott, K., & Ali, H. (2024). Scaling and controlling talent development in high-intensity organizations: the case of a Swedish football club. Accounting, Auditing & Accountability Journal, 37(2), 480-501.

Lortie, J., Cabantous, L., & Sardais, C. (2022). How Leadership Moments are Enacted within a Strict Hierarchy: The case of kitchen brigades in haute cuisine restaurants. Organization Studies, 0(0).

McKenzie, H. (2024). Last man standing: goalkeeping – an art or a science?. Accounting, Auditing & Accountability Journal, 37(2), 686-689.