How different contexts influence strategy formation

 

One of the essential problems in the research area of strategy-as-practice is the question of strategy formation and the basic dynamic. In the relevant strategy-as-practice literature the focus of the analysis is shifting away from the individual towards the societal level; also more and more authors consider strategy formation as a dynamic process. Ambiguity exists about the question as to what influence situational context has on the process of strategy formation.

 

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I published the following publications on this topic jointly with my co-authors:

 

Vallaster, C. and Mühlbacher, H. (2012)

Strategy-as-practice: What Social Representation Theory can Contribute to Account for the Dynamic Forces Involved in Strategy Formation

DBW, 72 (5): 393 – 405

Vallaster, C. and Lindgreen, A. (2011)

Corporate Brand Strategy Formation: Brand Actors and the Situational Context for a Business-to-Business Brand

Industrial Marketing Management, 40 (7), 1133-1143