In this chapter, the authors describe and explain how executive management enacts strategizing routines to strengthen their entrepreneurial agility, as a precondition to make new strategic moves possible. The authors contribute to the routine dynamics research program, by showing how the dynamics of routines, in a strategy context, shape strategic outcomes: the authors describe four strategizing routines – distancing, evaluating, experimenting, and re-assembling – as a particular promising focus for routine and strategy research. The authors discuss executive management’s enactment of such routines as part of their strategy work. The authors show how routine enactment makes entrepreneurial agility and new strategic moves possible. By exploring the dynamics of strategizing routines and their impact on strategic outcomes, the authors at the same time benefit from and contribute to the strategy-as-practice research program. Empirically, the authors study how the executive management of Hoechst AG successfully made unthinkable new strategic moves possible, discussable, and realizable in the context of the corporation’s strategic transformation between 1994 and 1996.
We thank the editors of this volume for their perceptive feedback and valuable suggestions on previous versions of this manuscript.
Grand, S. and Bartl, D. (2019), "Making New Strategic Moves Possible: How Executive Management Enacts Strategizing Routines to Strengthen Entrepreneurial Agility", Feldman, M., D’Aderio, L., Dittrich, K. and Jarzabkowski, P. (Ed.) Routine Dynamics in Action: Replication and Transformation (Research in the Sociology of Organizations, Vol. 61), Emerald Publishing Limited, pp. 123-151. https://doi.org/10.1108/S0733-558X20190000061007Download as .RIS
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