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1 results

  • Chapter 23 - Relating Strategy as Practice to the Resource-Based View, Capabilities Perspectives and Micro-Foundations Approaches

  • from Part III - Theoretical Resources: Organization and Management Theories
  • Edited by Damon Golsorkhi, emlyon Business School, Linda Rouleau, HEC Montréal, David Seidl, Universität Zürich, Eero Vaara, Saïd Business School, University of Oxford
  • Book:
    Cambridge Handbook of Strategy as Practice
    Published online:
    11 March 2025
    Print publication:
    23 January 2025, pp 417-434

  • Summary

    Patrick Regnér examines commonalities and differences, potential relationships and synergies between strategy as practice and other contemporary approaches in strategy research (mainly RBV, the capabilities perspectives and the micro-foundations approaches including behavioural strategy). He highlights four types of insights that can be gained from research at the intersection between these approaches: (1) It provides insights into how practices, praxis and practitioners underlie resources and capabilities that maintain competitive advantage. (2) It highlights how praxis, practices and practitioners are influenced by resources and capabilities into which they are embedded. (3) Linking the ‘micro’ descriptions and explications of strategizing that the practice view provides with more ‘macro’ organizational resources and capabilities might help develop a more integrated view of strategic management. (4) Finally, relating strategy practices to strategy content and outcomes may also be of benefit to managerial practice.