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Strategy Conduct in Strategy-as-Practice: A Look into the Social Interactions Inside an Advisory Board
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Strategy Conduct in Strategy-as-Practice: A Look into the Social Interactions Inside an Advisory Board
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Journal Article
Strategy Conduct in Strategy-as-Practice: A Look into the Social Interactions Inside an Advisory Board
2025
Overview
Researching social interactions within advisory boards, our study focuses on a family-holding company’s strategy formation process. Applying Strategy-as-Practice (S-as-P) within a Structurationist perspective, we analyzed practitioners’ strategic conduct. Through 1 year of non-participation observation, interviews and document analysis, we uncovered complex social dynamics and paradoxical behaviors, emphasizing structural properties influencing strategic formation. Our contribution lies in a model proposing four propositions for future S-as-P studies in advisory boards within Structuration Theory. This research sheds light on discrepancies between formal practices and actual social behaviors, enhancing transparency in corporate dynamics, which often remain obscure.
Plain language summary
Purpose: We research the social interaction between actors of the advisory board. We used a family holding company during the strategy formation process to explore the phenomenon. We used the theoretical lenses of Strategy-as-Practice (S-as-P) from the Structurationist perspective to analyze the strategic conduct of the social actors during the organizational structuration process. Design/methodology/approach: We performed non-participant observation, video and audio recording, in-depth interview and document content analysis to analyze 1 year of advisory board strategy formation meetings in a large family holding company. Findings: Results revealed the complexity and paradoxical social behavior (manipulation) that occurred during the practitioner’s meetings to the formation of strategies. We highlight the elements of structural properties in dimensions of practice and praxis reproduced through recursive actions of the practitioners during the social process of strategic formation. Originality: As a contribution, we present a model of four propositions that seek to direct future studies of S-as-P in advisory boards with the assumptions of Structuration Theory. Practical implications: The managerial contribution of this study was to identify and describe the gaps between the formal practices of organizational actors and their real social behavior during the structuration of the organizational process to make corporate dynamics clearer and more transparent since they often still appear obscure.
