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Cambridge Handbook of Strategy as Practice
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  • Cited by 52
  • Cited by
    This book has been cited by the following publications. This list is generated based on data provided by CrossRef.

    Magalhaes, Rodrigo 2011. Re-interpreting Organization Design in the Light of Enacted Cognition Theory. Systems Research and Behavioral Science, Vol. 28, Issue. 6, p. 663.

    Whittington, Richard Cailluet, Ludovic and Yakis-Douglas, Basak 2011. Opening Strategy: Evolution of a Precarious Profession. British Journal of Management, Vol. 22, Issue. 3, p. 531.

    Feldman, Martha S. and Orlikowski, Wanda J. 2011. Theorizing Practice and Practicing Theory. Organization Science, Vol. 22, Issue. 5, p. 1240.

    Vaara, Eero and Whittington, Richard 2012. Strategy-as-Practice: Taking Social Practices Seriously. The Academy of Management Annals, Vol. 6, Issue. 1, p. 285.

    Han, Chun Kwong 2012. Knowledge Super Corridors in Southeast Asia. International Journal of People-Oriented Programming, Vol. 2, Issue. 2, p. 1.

    Vaara, Eero and Whittington, Richard 2012. Strategy-as-Practice: Taking Social Practices Seriously. Academy of Management Annals, Vol. 6, Issue. 1, p. 285.

    Han, Chun Kwong 2012. Softly Speaking. International Journal of People-Oriented Programming, Vol. 2, Issue. 2, p. 50.

    Suddaby, Roy Seidl, David and Lê, Jane K 2013. Strategy-as-practice meets neo-institutional theory. Strategic Organization, Vol. 11, Issue. 3, p. 329.

    Wright, Robert P. Paroutis, Sotirios E. and Blettner, Daniela P. 2013. How Useful Are the Strategic Tools We Teach in Business Schools?. Journal of Management Studies, Vol. 50, Issue. 1, p. 92.

    van Aaken, Dominik Koob, Clemens Rost, Katja and Seidl, David 2013. Ausgestaltung und Erfolg von Strategieworkshops: eine empirische Analyse. Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung, Vol. 65, Issue. 6, p. 588.

    Küpers, Wendelin Mantere, Saku and Statler, Matt 2013. Strategy as Storytelling. Journal of Management Inquiry, Vol. 22, Issue. 1, p. 83.

    Kornberger, Martin 2013. Clausewitz: On strategy. Business History, Vol. 55, Issue. 7, p. 1058.

    Najmaei, Arash 2014. Logic of Growth. International Journal of Strategic Information Technology and Applications, Vol. 5, Issue. 4, p. 20.

    Aromaa, Eeva and Eriksson, Päivi 2014. Management of Innovation in Small Service Companies. South Asian Journal of Business and Management Cases, Vol. 3, Issue. 1, p. 31.

    Cheney, George Santa Cruz, Iñaki Peredo, Ana Maria Nazareno, Elías and Lê, Jane 2014. Book Review: Practicing Strategy: Text and CasesPracticing Strategy: Text and Cases. ParoutisSotiriosHeracleousLoizosAngwinDuncan. London: Sage, 2013. ISBN 9781849207508. Organization, Vol. 21, Issue. 5, p. 750.

    Browne, Sarah Sharkey-Scott, Pamela Mangematin, Vincent Lawlor, Katrina and Cuddihy, Laura 2014. Adapting a book to make a film: how strategy is adapted through professional practices of marketing middle managers. Journal of Marketing Management, Vol. 30, Issue. 9-10, p. 949.

    Marechal, Garance 2014. Book review: Practicing strategy: Text and cases. Management Learning, Vol. 45, Issue. 3, p. 349.

    Herepath, Andrea 2014. In the Loop: A Realist Approach to Structure and Agency in the Practice of Strategy. Organization Studies, Vol. 35, Issue. 6, p. 857.

    Govender, Neelambal M. and Pretorius, Marius 2015. A critical analysis of information and communications technology adoption: The strategy-as-practice perspective. Acta Commercii, Vol. 15, Issue. 1,

    Spender, J.-C. 2015. The theory of the managed firm (TMF). Human Systems Management, Vol. 34, Issue. 1, p. 57.


Book description

The Cambridge Handbook of Strategy as Practice provides a comprehensive overview of an emerging and growing stream of research in strategic management. An international team of scholars has been assembled to produce a systematic introduction to the various epistemological, methodological and theoretical aspects of the strategy-as-practice approach. This perspective explores and explains the contribution that strategizing makes to daily operations at all levels of an organization. Moving away from a disembodied and asocial study of firm assets, technologies and practices, the strategy-as-practice approach breaks down many of the traditional paradigmatic boundaries in strategy to investigate who the strategists are, what strategists do, how they do it, and what the consequences or outcomes of their actions are. Including a number of detailed empirical studies, the handbook will be an essential guide for future research in this vibrant field.


Review of the hardback:‘I enjoyed reading this book. Its various well-written contributions offer rich connections between strategy as praxis (in the original sense of 'doing') and several major modern anthropological, sociological and philosophical theories. For years to come, it will form a valuable intellectual substratum from which truly novel and unexpected research ideas will emerge.’

Robert A. Burgelman - Stanford University Graduate School of Business, and author of Strategy is Destiny: How Strategy-Making Shapes a Company’s Future (2002)

Review of the hardback:‘The Cambridge Handbook of Strategy as Practice is a significant addition to the growing literature on strategy-as-practice that both consolidates and builds the field. It provides a history and overview and discussion of issues within the field while keeping the boundaries open. The ontological and epistemological contributions deepen the theoretical grounding without constraining it by efforts to create a unified theory. The new case material is exciting and rich. This is a book people will use!’

Martha Feldman - University of California, Irvine

Review of the hardback:‘The strategy-as-practice perspective, primarily championed by European scholars, burst upon the intellectual scene only recently but it is already redefining the landscape of strategic management. It is also furthering the long overdue rapprochement between strategic management and organization theory. This handbook provides an excellent and thoughtful reflection upon this new and refreshing perspective and convincingly outlines both its achievements to date as well as its considerable potential. It should become an essential read.’

Royston Greenwood - University of Alberta School of Business

Review of the hardback:‘This is an important handbook that will give management scholars an enlightened understanding of the nature and reach of strategy-as-practice as an important new subfield in strategic management research, its intellectual roots and methodological orientations, and its future research directions. Notably, strategy-as-practice promises to enrich the extant strategy literature with European schools of thought that shed new lights on the micro structuring actions of various agents involved in strategy making and how these actions produce macro consequences at the organizational and societal levels.’

Quy Huy - INSEAD

'Considering the mainstream (often North American) hegemonic research on strategy and strategic management, this book is a breath of fresh air. For a (critical) organization theorist, in turn, it offers new stuff to be critical about. My verdict: check this out. This book will certainly play a central role in continuing the dialogue about what S-A-P is (or should be) about. The S-A-P community is a force to be reckoned with, and I’m looking forward to seeing what they think of next.'

Janne Tienari Source: Organization

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