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The dominant strategy discourse projects strategy as rational and calculable. However, leading academics conclude that strategy is “elusive” and “complex”. The purpose of this paper is to unravel strategy's elusiveness and unpack its complexity through empirical hermeneutic investigation.

Strauss' grounded theory is used to investigate leisure and cultural managers' understanding of strategy‐making. Data were collected through multiple interviews with senior managers of a local authority, and the organisation's strategy documents were examined. The grounded theory's transferability to organisations in, and outside, public leisure and culture was provisionally tested.

It was found that in making strategy, managers engage in purposeful, complex processes, here termed “navigational translation” which have mutually impacting relationships with organisational resources, the environment and managers' character, explaining its complexity and elusiveness. The provisional testing of navigational translation's transferability suggests that it has scope beyond public sector leisure and cultural strategy.

As this research focused on theory generation, a main limitation is its small‐scale testing of navigational translation's transferability. Future research could test transferability with more organisations in leisure, culture and other fields.

This explanation provides a robust understanding of strategy that could improve practice. It empowers managers so that they are no longer subjugated to unrealisable expectations that rationalistic strategy tools will work in a complex world.

Navigational translation offers a richer, practitioner‐oriented understanding of strategy, which utilises leading academic explanations from the various, competing and divergent strategy schools into a pragmatic, multiparadigmatic framework.

In a world where companies create multiple brand and product features and use technology to continuously improve the appeal and delivery of their offering, a perception that high tech characteristics are sufficient to attract customers and build loyalty for the company is a common misconception. In reality, the emotional aspects of the customer–brand/product bond are critical and must be factored into strategic decisions. Holbrook and Batra (1987a) suggest that consumers seek emotional value and benefit from brand/product and that these emotional ties may exceed the value derived from technology. While research turns attention to investigate emotions within this brand/product relationship, questions arise regarding possible levers that can be engaged to trigger this emotional relationship. In an effort to understand this complex issue, a review of literature on emotions and strategy, framed, as value management will be discussed and the role that emotions play in the customer–brand/product bond will be addressed. In addition, this discussion moves to understand which design element can possibly meet this challenge. Is it possible that color and its established link to emotions could prove strong enough to be a strategic lever?

The paper aims to explore the social origins of Scottish chartered accountants and the accounting stereotype as portrayed in popular fiction.

The detective novels of the Scottish chartered accountant Alexander Clark Smith are used as a lens through which to explore the social origins of accountants and the changing popular representations of the accountant.

The novels contribute to our understanding of the construction of accounting stereotypes and of the social origins of Scottish accountants. They suggest that, while working class access to the profession was a reality, so was class division within it. In addition, Smith was ahead of contemporary professional discourse in creating a protagonist who combines the positive aspects of the traditional stereotype with qualities of a private‐eye action‐hero, and who uses accounting skills to uncover corruption and address (social) wrongs. However, this unconventional portrayal may have been incongruent with the image the profession wished to portray. The public image (or stereotype) portrayed by its members would have been as important in signalling and maintaining the profession's collective status as the recruitment of its leadership from social elites.

Smith's portrayal of accountants in personal and societal settings at a time of profound social change, as well as his background in the Scottish profession, provide a rich source for the study of social origins of Scottish chartered accountancy during the first half of the twentieth century. Further, Smith's novels are of a popular genre, and innovative in the construction of their hero and of accounting itself; as such they merit attention because of their potential to influence the construction of the accounting stereotype(s) within the popular imagination.

In this article, we draw together aspects of contemporary theories of knowledge (particularly organisational knowledge) and complexity theory to demonstrate how appropriate conceptual rigor enables both the role of government and the directions of policy development in knowledge‐based economies to be identified. Specifically we ask, what is the role of government in helping shape the knowledge society of the future? We argue that knowledge policy regimes must go beyond the modes of policy analysis currently used in innovation, information and technology policy because they are based in an industrial rather than post‐industrial analytical framework. We also argue that if we are to develop knowledge‐based economies, more encompassing images of the future than currently obtain in policy discourse are required. We therefore seek to stimulate and provoke an array of lines of thought about government and policy for such economies. Our objective is to focus on ideas more than argument and persuasion.

The purpose of this paper is to develop a coherent model of several schools of strategic ideas while utilising and building on the models extant in the literature, but also considering a change of epistemological and systemic paradigms.

An extensive review of the literature was undertaken.

The result of the analysis of the literature is that a seven‐school model is postulated. The seven schools being grouped within three categories. The first category is labelled the Classical Schools and includes the Design School, the Planning School and the Positioning School. The second category is labelled the Neo‐classical Schools and includes the Contingency School and the Resource School. The third category is labelled the Post‐Classical Schools and includes the Learning School and the Emergence School.

The concept of strategic emergence, a characteristic of a complex self‐adapting system, is developed.

Very little work, especially in strategy has been done outside the Modernist paradigm. This paper explores the possibility of incorporating open system ideas into a strategic methodology.

The aim of this study has been to explore learning experiences from the two first years of the implementation of value-based healthcare (VBHC) at a large Swedish University Hospital.

An explorative design was used in this study. Individual open-ended interviews were carried out with 19 members from four teams implementing VBHC. Qualitative analysis was used to analyse the verbatim transcripts of the interviews.

Three main themes pinpointing learning experiences emerged through the analysis: resource allocation to support implementation, anchoring to create engagement and dedicated, development-oriented leadership with power of decision. Resource allocation included the need to set aside time and administrative resources and also the need to adjust essential IT-systems. The work of anchoring to create engagement involved both patients and staff and was found to be a never-ending task calling for deep commitment. The hospital top management’s explicit decision to implement VBHC facilitated the implementation process, but the team leaders’ lack of explicit management mandate was experienced as obstructing the process. The development process contributed not only to single-loop learning but also to double-loop learning.

Learning experiences drawn from implementing VBHC have not been studied before, and thus the results of this study could be of importance to managers and administrators wanting to implement this concept in their respective organizations.

In this commentary, I highlight a few of the assertions made by McDaniel et al. (2013) about the importance of complexity science guided management practices, and extend these ideas specifically to how we might think about reducing seemingly intractable problems in health care such as patient safety, patient falls, hospital acquired infection, and the rise of chronic illness and obesity. I suggest that such changes will require managers and providers to view health care organizations and patients as complex adaptive systems and include patients as full participants in co-producing their health care.

This chapter proposes that organizational strategy formation should be characterized theoretically as a process that is subject to several interacting forces, rather than represented by separate discrete decision-models or theoretic perspectives, as is commonly done in the strategic management literature. Based on an extensive review of relevant theory and empirical work in strategic decision-making, organizational change theory, cognitive and social psychology, and strategy processes, seven kinds of “forces” – rational, imposed, teleological, learning, political, heuristic, and social – are identified as interacting in and having significant influence on the strategy formation process. It is further argued that by applying a holistic “forces-view” of the significant and interacting influences on strategy formation, we can better understand the dynamics and challenges in managing the process of defining and changing organizational strategies.

The purpose of this chapter is to examine what small business strategic management and long-term planning involves as practised by successful growth-oriented small businesses. The aim is to provide insight into the strategic learning, control and development processes, including indicative detail of the underpinning day-to-day practices and actions that make up those processes. Key focus is the overall strategic control activity of more progressive owner managers and their use of an idiosyncratic mentally held ‘strategic planning and thinking framework’ that guides and informs strategic decision-making, strategic adjustment to existing markets, products and processes activities and long-term strategic direction.

The research approach is underpinned and informed by personal construct theory which gives emphasis to the highly complex nature of the task of small business strategic control and highlights the need for a creative and innovative research methodology to facilitate close and detailed investigation of the phenomenon. To this end, a multidisciplinary case study research methodology was developed by the authors to underpin examination of strategic development and planning within micro-, small- and medium-sized businesses.

The chapter enhances understanding of small business strategic management practice in growth-achieving micro and small enterprises. The findings of this research, whilst demonstrating the key role of entrepreneurial learning in small firm strategic control of the uncertain external environment, also provides a multidimensional lens through which to dissect and better understand the small firm strategy development process – drawing upon and integrating grains of truth from the differing schools of management thought embedded in the literature.

The findings of this study also facilitate the addressing of the ‘black box’ of hazy insight within the literature which fails to reveal micro-level fine detail understanding of the managerial and organisational actions and activities that make up strategy process. The authors commence provision of such black box insight within this chapter – this as lead-through to the follow-on chapter which affords specific attention to enhancing understanding of the micro-level fine detail minutia of managerial, organisational and work activities that make up strategy process within small businesses.

The research is of a comparative dimension focussing on small business development within the developed economy context of the UK, the emerging economy contexts of Malaysia and Ghana and the transitional economy contexts of Russia. Thus, time and resource limitations bound the studies.

This study assess how governments can nurture innovation activities by supporting the research of individual companies, establishing new networks for innovation activities, and by contributing to the general contextual factors supporting innovative behavior.

This chapter analyzes alternative possibilities for the governance of innovation support and develops a framework to evaluate the governance of innovation support activities provided by a national innovation agency.

The framework is developed by analyzing how the governance principles in various national innovation systems have emerged when the countries have pursued low-carbon innovation strategies.

This chapter empirically shows a need to broaden the perspective on what can be expected from an adaptive innovation system, as well as the new types of arrangements facing public-private innovation collaboration.

This chapter explores new opportunities for the research community to further the understanding of how to apply various governance mechanisms in different contexts of innovation support especially relating to multi-level governance and co-governing.