TY  - CHAP
AB  - Abstract 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.
VL  - 61
SN  - 978-1-78756-585-2, 978-1-78756-586-9/0733-558X
DO  - 10.1108/S0733-558X20190000061007
UR  - https://doi.org/10.1108/S0733-558X20190000061007
AU  - Grand Simon
AU  - Bartl Daniel
ED  - Martha S. Feldman
ED  - Luciana D’Aderio
ED  - Katharina Dittrich
ED  - Paula Jarzabkowski
PY  - 2019
Y1  - 2019/01/01
TI  - Making New Strategic Moves Possible: How Executive Management Enacts Strategizing Routines to Strengthen Entrepreneurial Agility
T2  - Routine Dynamics in Action: Replication and Transformation
T3  - Research in the Sociology of Organizations
PB  - Emerald Publishing Limited
SP  - 123
EP  - 151
Y2  - 2024/05/09
ER  -