Strategizing: Opening New Avenues in Latin-America. A Systematic Literature Review A Literature Review

Main Article Content

Martha Eugenia Reyes-Sarmiento, PhD
Luz María Rivas-Montoya, PhD


Strategizing, Strategy-as-practice, the practice turn, trust, customer, systematic literature review


Strategizing is a research field devoid of epistemological, theoretical and methodological unity. Instead of seeing it as a disadvantage, we show how this plurality boosts the convergence of different points of view in the practice turn of strategy that challenges its conventional perspective. Through this systematic literature review we detected research opportunities in Latin-America, as well as in the categories of Strategizing such as practices and practitioners. In the first category, we suggest trust as a suitable concept for research on the social nature of practices. And in the second category, customers claim further attention as relevant actors in the creating-delivering-capturing value cycle of the business level strategy.


Download data is not yet available.
Abstract 347 | PDF Downloads 0


Aaboen, L., Dubois, A., & Lind, F. (2013). Strategizing as networking for new ventures. Industrial Marketing Management, 42(7), 1033-1041.

Acar, P., Gürbüz, F. G., & Yener, M. İ. (2015). The discovery of HR from strategy-as-practice perspective: a case study in durable consumer goods industry. Procedia-Social and Behavioural Sciences, 207, 325-334.

Achtenhagen, L., Melin, L., & Naldi, L. (2013). Dynamics of Business Models-Strategizing, Critical Capabilities and Activities for Sustained Value Creation. Long Range Planning, 46, 427-442.

Akgemci, T., Gungor, S., & Yilmaz, A. (2016). Evaluation of strategy as practice concept in terms of strategic human resources management: application examples from Turkey and the world. Paper presented at the 5th global business and finance research., Sydney, Australia.

Allard-Poesi, F. (2010). A Foucauldian perspective on strategic practice: strategy as the art of (un)folding. In The Cambridge Handbook of Strategy-as-practice: Cambridge University Press.

Almaz, F., & Çizel, B. (2016). Strategy as Practice: Reflections from University Hospital. International Journal of Innovation, Management and Technology, 7(4), 161-165.

Baeta, O., Brito, M., & Souza, R. (2014). Strategy as Discursive Practice in a Brazilian Public University: A Look under the Perspective of Critical Discourse Analysis. Public Administration Research, 3(2), 1-11.

Balogun, J., Huff, A., & Johnson, P. (2003). Three responses to the methodological challenges of studying strategizing. Journal of Management Studies, 40(1), 197-224.

Barbosa, R., Carnet-Giner, M., & Peris-Bonet, F. (2010). How middle managers contribute to strategy formation process: connection of strategy process and strategy practices. Academia, 50(4), 358-370.

Battazza, P., Barbosa, R., & Wangenheim, A. (2016). Strategy-as-practice analysis using structuration theory: a case study of a public healthcare system. Paper presented at the European Academy of Management Conference – EURAM. , Paris, France.

Bessona, P., & Rowe, F. (2012). Strategizing information systems-enabled organizational transformation: A transdisciplinary review and new directions. The Journal of Strategic Information Systems, 21(2), 103-124.

Best, K. (2012). Strategy as practice. In J. Verity (Ed.), The New Strategic Landscape: Innovative Perspectives on Strategy (pp. 106-107), United Kingdom, London: Palgrave Macmillan.

Bhattacharya, P. (2016). Strategizing and innovating with enterprise systems: the case of public university. Journal of cases on information technology, 18(2), 1-15.

Borges, M. d. L., Scholz, R. H., & de Mello, T. (2015). Estratégia-como-prática na economia solidária. Desenvolvimento em Questão, 13(31), 108-142.

Brundin, E., & Melin, L. (2012). Managerial practices in family-owned firms: strategizing actors, their arenas and their emotions. In The work of managers: towards a practice theory of management: Oxford University Press.

Callahan, J. (2014). Writing Literature Reviews: A Reprise and Update. Human Resource Development Review, 13(3), 271-275.

Campos, R., Andrade, L., Villarta- Neder, M.-A., & Pimenta-Nascimento, A. (2017). El poder revelado: Contexto Histórico y la Estrategia Como Práctica Social Bajo la Luz De Foucault /. Revista fsa, 14(4), 164-182.

Canopf, L., Cassandre, M., Appio, J., & Bulgacov, Y. (2016). Uma aproximação a estratégia como prática na perspectiva histórico-cultural: compreendendo a prática de uma emprendedora do ramo de serviços de beleza. Espacios, 37(25), 9-20.

Cardoso, F., & Barbosa, R. (2015). Formação da estratégia articulada pela média gerencia. Revista Electrônica de Administração, 82(3), 719-749.

Carter, C., Clegg, S. R., & Kornberger, M. (2008). Strategy as Practice? Strategic Organization, 6(1), 83-99.

Cheng, C., & Ingemansson, M. (2017). Investigating strategy tools from an interactive perspective. IMP Journal, 11(1), 127-149.

Chia, R., & Holt, R. (2006). Strategy as practical coping: A Heideggerian perspective. Organization Studies, 27(5), 635–655.

Chia, R., & MacKay, B. (2007). Post-processual challenges for the emerging strategy-as-practice perspective: Discovering strategy in the logic of practice. Human Relations, 60(1), 217-242.

Chia, R., & Rasche, A. (2010). Epistemological alternatives for research Strategy-as-practice: Building and dwelling worldviews. In The Cambridge Handbook of Strategy-as-practice (pp. 34-46), United Kingdom, Cambridge: Cambridge University Press.

Christensen, C., Hall, T., Dillon, K., & Duncan, D. (2016). Know Your Customers “Jobs to be Done”. Harvard Business Review (September).

Clegg, S. (2012). Studing strategy from a practice perspective: an overview and examples. From

Colla, J. (2012). Pesquisa em strategy-as-practice no brasil: considerações iniciais sobre o movimiento. Revista Ibero Americana de Estratégia, 11(3), 33-60.

Cooren, F. (2012). Strategizing talk and text. From

Coraiola, D., Mello, C., & Jacometti, M. (2012). Estruturação da estratégia-como-prática organizacional: possibilidades analíticas a partir do institucionalismo organizacional. Revista Administração MacKenzie, 13(5), 204-231.

De Fina, A., & Georgakopoulou, A. (2008). Analysing narratives as practices. Qualitative Research, 8(3), 379-387.

De Viron, F., Lederer, T., De Jaegere, T., & Vas, A. (2011). An exploratory study of knowledge strategy in a knowledge-intensive firm using a strategy-as-practice approach. Louvain School of Management working paper series, 9, 1-15.

Denis, J.-L., Langley, A., & Rouleau, L. (2007). Strategizing in pluralistic contexts: Rethinking theoretical frames. Human Relations, 60(1), 179–215.

Di Francesco, J., Fernandes, M., Dalmau, M., & Moritz, G. (2010). Um estudo da contribuição de Richard Whittington para a estratégia. Revista Ciências Administrativas, 12(3), 472-491.

Dias, G., & Bulgacov, S. (2015). Environmental management, strategic practices and praxis: A study in Santa Catarina industrial companies. Brazilian Administration Review, 12(3), 288-308.

Dias, T., Rosetto, C., & Marinho, S. (2017). Estratégia como Prática Social: um Estudo de Práticas Discursivas no Fazer Estratégia. Revista de Administração Contemporânea, 21(6), 393–412.

Egels-Zandén, N., & Rosén, M. (2015). Sustainable strategy formation at a Swedish industrial company: bridging the strategy-as-practice and sustainability gap. Journal of Cleaner Production, 96, 139-147.

Elbasha, T., & Avetisyan, E. (2017). A framework to study strategizing activities at the field level: the example of CSR rating agency. European Management Journal, 36(1), 38-46.

Elbasha, T., & Wright, A. (2017). Reconciling Structure and Agency in Strategy-As-Practice Research: Towards A Strong Structuration Theory Approach. Management, 20(4), 107–128.

Eppler, M., & Platts, K. (2009). Visual strategizing. The systematic use of visualization in the strategic-planning process. Long Range Planning, 42(1), 42-74.

Ezzamel, M., & Willmott, H. (2008). Strategy as discourse in a global retailer: a supplement to rationalist and interpretative accounts. Organization Studies, 29(2), 191-217.

Ezzamel, M., & Willmott, H. (2010). Strategy and strategizing: a poststructuralist perspective. Advances in Strategic Management, 27, 75-109.

Feldman, M., & Orlikowski, W. (2011). Theorizing Practice and Practicing Theory. Organization Science, 22(5), 1240-1253.

Fenton, C., & Langley, A. (2011). Strategy-as-practice and the narrative turn. Organization Studies, 32(9), 1171-1196.

Gabutti, I., & Cicchetti, A. (2017). Translating strategy into practice: A tool to understand organizational change in a Spanish university hospital. International Journal of Healthcare Management.

Gandia, R., & Tourancheau, F. (2015). Strategizing and organizing in the innovation process. An innovizing perspective applied to a multimedia firm. European Business Review, 27(3), 281-296.

Golsorkhi, D. (2006). La Fabrique de la stratégie. Une perspective multidimensionnelle, France, Paris: Vuibert.

Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (2010). Cambridge Handbook of Strategy-as-practice, United Kingdom, Cambridge: Cambridge University Press.

Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (2015). Introduction: What is strategy as practice? In D. Golsorkhi, L. Rouleau, D. Seidl, & E. Vaara (Eds.), Cambridge Handbook of Strategy as Practice, United Kingdom, Cambridge: Cambridge University Press.

Gomez, M-L. (2010). Bourdieusian perspective on strategizing. In The Cambridge Handbook of Strategy-as-practice (pp. 141-154), United Kingdom, Cambridge: Cambridge University Press.

Google Scholar. (2017). S-as-P scholars. From

Guedes, E., Walter, S., & dos Santos, L. (2017). Da Estratégia Clássica à Estratégia como Prática: Uma Análise das Concepções de Estratégia e de Estrategistas. Revista Ibero-Americana de Estratégia, 16(1), 8-21.

Hacklin, F., & Wallnofer, M. (2012). The business model in the practice of strategic decision making: insights from a case study. Management Decision, 50(2), 166-188.

Hendry, J., & Seidl, D. (2003). The structure and significance of strategic episodes: Social systems theory and the routine practices of strategic change. Journal of Management Studies, 40(1), 175-196.

Hendry, K., Kiel, G., & Nicholson, G. (2010). How Boards strategise: A strategy as practice view. Long Range Planning, 43(1), 33-56.

Heracleous, L., & Jacobs, C. (2008). Crafting strategy: the role of embodied metaphors. Long Range Planning, 41(3), 309-325.

Herepath, A. (2014). A realist approach to structure and agency in the practice of strategy. Organization Studies, 35(6), 857-879.

Hoon, C. (2007). Committees as strategic practice: the role of strategic conversation in a public administration. Human Relations, 60(6), 921-952.

Hurtado, P. (2010). Assessing the use of Bourdieu’s key concepts in the Strategy-as-practice field. Competitiveness Review: An International Business Journal, 20(1), 52-61.

Hydle, K. (2015). Temporal and special dimensions of strategizing. Organization Studies, 36(5), 643-663.

Jacobs, C. (2012). Exploring organizational identity in strategy work: Towards an embodied metaphor perspective. From

Jarratt, D., & Stiles, D. (2010). How are methodologies and tools framing managers’ strategizing practice in competitive strategy development? British Journal of Management, 21, 28-43.

Jarzabkowski, P. (2003). Strategic practices: An activity theory perspective on continuity and change. Journal of Management Studies, 40(1), 23-55.

Jarzabkowski, P. (2004). Strategy-as-practice: Recursiveness, adaptation, and practices-in-use. Organization Studies, 25(4), 529–560.

Jarzabkowski, P. (2005). Strategy-as-practice: an activity based approach: . London: Sage.

Jarzabkowski, P. (2012). Studying strategy practice and strategy tools. From

Jarzabkowski, P., Balogun, J., & Seidl, D. (2007). Strategizing: The challenges of a practice perspective. Human Relations, 60(1), 5-27.

Jarzabkowski, P., & Fenton, E. (2006). Strategizing and organizing in pluralistic contexts. Long Range Planning, 39, 631-648.

Jarzabkowski, P., & Kaplan, S. (2015). Strategy tools-in-use: A framework for understanding 'technologies of rationality' in practice. Strategic Management Journal, 36(4), 537-558.

Jarzabkowski, P., & Seidl, D. (2008). The role of meetings in the social practice of strategy. Organization Studies, 29(11).

Jarzabkowski, P., & Seidl, D. (2012). Introduction to Strategy-as-Practice.

Jarzabkowski, P., & Spee, P. (2009). Strategy-as-Practice: A Review and Future Directions for the Field. International Journal of Management Review, 11(1), 69-95.

Jarzabkowski, P., Spee, P., & Smets, M. (2013). Material artifacts: Practices for doing strategy with ‘stuff’. European Management Journal, 31, 41-54.

Jarzabkowski, P., & Whittington, R. (2008). A strategy-as-practice approach to strategy research and education. Journal of Management Inquiry, 17(4), 282-286.

Johnson, G., Langley, A., Melin, L., & Whittington, R. (2007). Strategy-as-practice: Research directions and resources: Cambridge University Press.

Johnson, G., Melin, L., & Whittington, R. (2003). Microstrategy and Strategyzing: Towards and Activity-Based View. Journal of Management Studies, 40, 3-22.

Johnson, P., Balogun, J., & Beech, N. (2010). Researching strategists and their identity in practice: building ‘close-with’ relationships. In The Cambridge Handbook of Strategy-as-practice (pp. 243-257), United Kingdom, Cambridge: Cambridge University Press.

Jäger, U., & Beyes, T. (2010). Strategizing in NPOs: a case study on the practice of organizational change between social mission and economic rationale. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 21(1), 82-100.

King, B. (2008). Strategizing at leading venture capital firms: of planning, opportunism and deliberate emergence. Long Range Planning, 41, 345-366.

Kornberger, M., & Clegg, S. (2011). Strategy as performative practice: The case of Sydney 2030. Strategic Organization, 9(2), 136-162.

Kotler, P., Berger, R., & Bickhoff, N. (2010). Current focal areas in strategy practice: Four significant management concepts of the past 20 years. In The quintessence of strategic management (pp. 65-123).

Küpers, W., Mantere, S., & Statler, M. (2012). Strategy as storytelling: A phenomenological collaboration. Journal of Management Inquiry, 22(1), 83-100.

Langley, A. (2014). Research methodology for Strategy-as-practice. From

Langley, A., & Abdallah, C. (2011). Templates and Turns in Qualitative Studies of Strategy and Management. In D. Ketchen & D. Bergh (Eds.), Research Methodology in Strategy and Management (Vol. Vol 6, pp. 201-235), United Kingdom, London: Emerald Group Publishing.

Le Baron, C. . (2012). An ethnographic approach to Strategy-as-practice: Using video to observe strategizing. From

Leghissa, G., Sage, D., & Dainty, A. (2016). Collaboration between housebuilding firms and suppliers for the implementation of innovation strategies: a strategy-as-practice approach. Paper presented at the the 32nd Annual ARCOM, Manchester, UK.

Lopes, R., & António, N. (2012). Estratégia como prática’ a tipologia dos nove domínios. Rev. Portuguesa e Brasileira de Gestão, 11(1), 13-25.

Lowendahl, B., & Revang, O. (1998). Challenges to Existing Strategy Theory in a Postindustrial Society. Strategic Management Journal, 19, 755-773.

Lundgren, M., & Blom, M. (2014). Textual objects and strategizing: The influence of documents as active objects on strategic recursiveness. Paper presented at the Annual conference EURAM, Valencia, Italy.

Luo, G., & Wang, H. (2016). Planting relational model of thinking in Strategy-as-practice: Carry with context into field as social space. Journal of Service Science and Management, 9, 74-82.

Löwestedt, M. (2015). Strategizing in construction: exploring practices and paradoxes. (PhD Doctoral), Chalmers University of Technology, Sweden.

Luhmann, N. (2005). Confianza, España, Barcelona: Anthropos Editorial.

Ma, S., Seidl, D., & Guérard, S. (2015). The new CEO and the post-succession process: an integration of past research and future directions. International Journal of Management Reviews, 17, 460-482.

MacIntosh, R., & Beech, N. (2011). Strategy, strategist and fantasy: a dialogic constructionist perspective. Accounting, auditing & Accountability Journal, 24(1), 15-37.

Maia, J., Di Serio, L., & Alves Filho, A. (2015). Bibliometric research on Strategy-as-practice: exploratory results and source comparison. Sistemas & Gestão, 10(4), 654–669.

Mantere, S. (2010). A Wittgensteinian perspective on strategizing. In The Cambridge Handbook of Strategy-as-practice (pp. 155-167): Cambridge University Press.

Mantere, S., & Vaara, E. (2008). On the problem of participation in strategy: a critical discursive perspective. Organization Science, 19(2), 341-358.

Marabelli, M., Newell, S., & Galliers, R. (2015). Conference: the role of power and materiality in healthcare improvement initiatives: a strategy-as-practice perspective. Texas, USA.

Marietto, M. Ribeiro, I. & Ribeiro, F. (2016). Strategy-as-practice in the structurationist perspective: What it is and why it is?-Toward an ontology of practice of strategy in organizations. Ágora, 21(1), 135–143.

Mathews, J. (2003). Strategizing by firms in the presence of markets for resources. Industrial and Corporate Change, 12(6), 1157-1193.

Moisander, J. & Stenfors, S. (2009). Exploring the edges of theory-practice gap: epistemic cultures in strategy-tool development and use. Organization, 16(2), 227–247.

Mueller, F. (2018). Taking Goffman seriously: Developing strategy-as-practice. Critical perspective on accounting, 53, 16-30.

Mueller, F., Whittle, A., Gilchrist, A., & Lenney, P. (2013). Politics and strategy practice: An ethnomethodologically-informed discourse analysis perspective. Business History, 55(7), 1168-1199.

Mukherjee, M., Ramirez, R., & Cuthbertson, R. (2016). Scenarios research and cognitive reframing: implications for strategy-as-practice. In Oxford review of organizational research (pp. 1-50).

Nicolini, D. (2012). The social theories of practice underpinning the Strategy-as-Practice. From

Nicolini, D., & Monteiro, P. (2016). The Practice Approach: For a Praxeology of Organizational and Management Studies. In A. Langley & H. Tsoukas (Eds.), The SAGE Handbook of Process Research (pp. 110-126). London: SAGE Publications Ltd.

Oliveira, F. (2014). Strategy as practice and organizational routines: a start point to innovate. International Journal of Innovation, 2(2), 128-141.

Oliveira, S. & Bulgacov, Y. (2013). Wittgenstein e a Administração: Potencialidades da Pragmática da Linguagem aos Estudos Organizacionais e à Estratégia. Revista de Administração Contemporânea, 17(5), 556-573.

Osterwalder, A., Pigneur, Y., Bernarda, G., & Smith, A. (2014). Value Proposition Design, United States, New Jersey: John Wiley & Sons.

Osterwalder, A., Pigneur, Y., & Tucci, C. (2005). Clarifying Business Models: Origins, Present, and Future of the Concept. Communications of the Association for Information Systems, 16(1).

Paliszkiewicz, J. (2011). Trust Management:literature review. Management, 6(4), 315-331.

Paroutis, S., & Pettigrew, A. (2007). Strategizing in the multi-business firm: Strategy teams at multiple levels and over time. Human Relations, 60(1), 99-135.

Peppard, J. Galliers, R. & Thorogood, A. (2014). Information systems strategy as practice: Micro strategy and strategizing for IS. Journal of strategic information systems, 1-10.

Prieto, L. & Wang, L. (2010). Strategizing of China’s major players: a Bourdieusian perspective. Journal of Organizational Change Management, 23(3), 300-324.

Pälli, P. Vaara, E. & Sorsa, V. (2009). Strategy as text and discursive practice: a genre-based approach to strategizing in city administration. Discourse & communication, 3(3), 303-318.

Rasche, A. (2008). The paradoxical foundation of strategic management. Germany: Physica-Verlag Heidelberg.

Rasche, A. & Chia, R. (2009). Researching strategy practices: A genealogical social theory perspective. Organization Studies, 30(7), 713-734.

Regnér, P. (2008). Strategy-as-practice and dynamic capabilities: Steps towards a dynamic view of strategy. Human Relations, 61(4), 565-588.

Regnér, P. (2014). Strategy-as-Practice and micro-foundations. From

Rese, N., Souza, F., Guedes, E., & Mendes, J. (2017). O vir a ser da estratégia como uma prática social. Revista de Administração Contemporânea, 21(2), 227–248. doi:1982-.

Rodrigues, A. De Pádua, A. & Moulin, E. (2012). A constructionist approach for the study of strategy as social practice. Brazilian Administration Review, 9, 1-18.

Roper, A. & Hodari, D. (2015). Strategy tools: Contextual factors impacting use and usefulness. Tourism management, 51, 1-12.

Rouleau, L. (2014). Middle managers and their strategic work. From

Rouleau, L., & Balogun, J. (2008). Exploring middle managers’ strategic sensemaking role through practical knowledge. Les cahiers de recherche du GéPS, 2(7), 1-52.

Sage, D., Dainty, A., & Brookes, N. (2012). A ‘strategy-as-practice’ exploration of lean construction strategizing. Building research & information, 40(2), 221-230.

Sampaio, I., Fortunato, G., & Pereira, S. (2013). A estratégia como prática social: o pensar e o agir em um programa social governamental. Organizações & sociedade, 20(66), 479-499.

Sap-in (2018). Announce. From

Samra-Fredericks, D. (2003). Strategizing as lived experience and strategist Everyday efforts to shape strategic direction. Journal of Management Studies, 40(1), 141-174.

Samra-Fredericks, D. (2005). Strategic practice, ‘discourse’ and the everyday interactional constitution of ‘power effects’. Organization, 12(6), 803-841.

Saunders, M., Mann, R., & Smith, R. (2008). Implementing strategic initiatives: a framework of leading practices. International Journal of Operations & Production Management, 28(11), 1095-1123.

Seidl, D. (2007). General strategy concepts and the ecology of strategy discourses: A systemic-discursive perspective. . Organization Studies, 28(2), 197-218.

Seidl, D. (2013). The role of meetings in strategizing. From

Seidl, D. & Whittington, R. (2014). Enlarging the strategy-as-practice research agenda: towards taller and flatter ontologies. Organization Studies, 35(10), 1407-1421.

Seidl, D. (2019). Dissertation evaluation of Martha Reyes-Sarmiento. [e-mail]

Serrat, O. (2017). Strategy as practice. In Knowledge Solutions (pp. 107-110).n.d.

Smets, M. Burke, G. Jarzabkowski, P. & Spee, P. (2014). Charting new territory for organizational ethnography: insights from a team-based video ethnography. Journal of organizational ethnography, 3(1), 10-26.

Splitter, V. & Seidl, D. (2011). Does practice-based research on strategy lead to practically relevant knowledge? Implications of a Bourdieusian perspective. The Journal of Applied Behavioral Science, 47(1), 98-120.

Suddaby, R., Seidl, D., & Lê, J. (2013). Strategy-as-practice meets neo-institutional theory. Strategic Organization, 11(3), 329-344.

Tsoukas, H. (2010). Practice, strategy making and intentionality: a Heideggerian onto-epistemology for Strategy-as-practice. In The Cambridge Handbook of Strategy-as-practice (pp. 47-62): Cambridge University Press.

Tureta, C., & Júlio, A. (2016). Estratégia como prática social e trabalho institucional: Uma proposta de articulação teórica. Teoría e Prática em Administração, 6(2), 26-53.

Tureta, C., & Lima, J. (2011). Estratégia como prática social: o estrategizar em uma rede interorganizacional. Revista Administração MacKenzie, 12(6), 76-108.

Vaara, E. (2010). Critical discourse analysis as methodology in Strategy-as-practice research. In The Cambridge Handbook of Strategy-as-practice (pp. 217-229): Cambridge University Press.

Vaara, E., Kleymann, B., & Seristö, H. (2004). Strategies as discursive constructions: The case of airline alliances. Journal of Management Studies,, 41(1), 1-35.

Vaara, E., Sonenshein, S., & Boje, D. (2016). Narratives as sources of stability and change in organizations: approaches and directions for future research. Academy of Management Annals(1-81).

Vaara, E., & Whittington, R. (2012). Strategy-as-practice: taking social practices seriously. The Academy of Management Annals, 60(1), 285-336.

Venkateswaran, R., & Prabhu, G. (2010). Taking stock of research methods in strategy-as-practice. The Electronic Journal of Business Research Methods, 8(2), 156-162.

Vesa, M., & Vaara, E. (2014). Strategic ethnography 2.0: Four methods for advancing strategy process and practice research. Strategic organization, 12(4), 288-298.

Voronov, M. (2008). Toward a practice perspective on strategic organizational learning. The learning organization, 15(2), 195-221.

Walter, S., & Mussi, P. (2009). Strategy-as-practice: what kind of practice is strategic? Paper presented at the IV Encontro de estudos em estratégia. Recife, Brazil.

Walter, S., & Mussi, P. (2011). A institucionalização da estratégia como prática nos estudos organizacionais. Revista Administração São Paulo, 46(4), 392-406.

Walter, S., Mussi, P., & Silva, V. (2011). O campo organizacional e a adoção de práticas estratégicas: revisitando o modelo de Whittington. Cuadernos EBAPE, 9(2), 282-298.

Whittington, R. (1996). Strategy-as-practice. Long Range Planning, 29(5), 731-735.

Whittington, R. (2006). Completing the Practice Turn in Strategy Research. Organization Studies, 27(5), 613-634.

Whittington, R. (2007). Strategy as practice and strategy process: family differences and the sociological eye. Organization Studies, 28(10), 1575–1586.

Whittington, R. . (2012). Strategy professionals: strategic planners and strategy consultants. From

Whittington, R. (2014). Information Systems Strategy and Strategy-as-Practice: A joint agenda. Journal of strategic information systems, 23, 89-91.

Zermiani, J., Barbosa, R., & Stival, M.-A. (2017). Strategy as social practice in the construction of a gender perspective for public policy in Florianopolis. Revista de Administração publica, 51(1), 64-87.

Zwich, E., Da Silva, I., & De Brito, M. (2014). Estratégia como prática social e teoria da ação comunicativa: possíveis aproximações teóricas. Cuadernos EBAPE, 12, 384-400.