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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

Published online by Cambridge University Press:  11 March 2025

By
Patrick Regnér
Edited by
Damon Golsorkhi ,
Linda Rouleau ,
David Seidl  and
Eero Vaara
Damon Golsorkhi
Affiliation:
emlyon Business School
Linda Rouleau
Affiliation:
HEC Montréal
David Seidl
Affiliation:
Universität Zürich
Eero Vaara
Affiliation:
Saïd Business School, University of Oxford
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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.

Keywords

strategy as practicepractice approachresource-based viewcapabilities perspectivemicro-foundations approaches
Type
Chapter
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Cambridge Handbook of Strategy as Practice , pp. 417 - 434
Publisher: Cambridge University Press
Print publication year: 2025

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