Saturday, February 07, 2009 - Crossing Academic-Practitioner Boundries
Pettigrew, Thomas and Whittington (2002) refer to the primary concerns of the strategist as addressing questions about the ‘purposes, directions, choices, changes, governance, organization and performance of institutions in their industry, market and social, economic and political contexts’.
Concerns of the strategy practitioner and strategy researcher are, by necessity, broad, holistic, complex and action orientated whilst also focusing on the specific, to inquire in depth, to reduce complexity to manageable proportions through frameworks, models and matrices, to provide insights for reflection and prescriptions for practice.
Strategy practitioners make decisions in, for example, market contexts, using preferred tools, methodologies and perspectives to carry out the analysis and make decisions.
Strategy academics research through the lens of their own research contexts and traditions be they qualitative or quantitative, positivist or idealist, based on primary or secondary data.
Both are affected by the national or industry context or, in the case of strategy academics, by the traditions of the academic subject or institution.
An ongoing dialogue between scholars, between practitioners (managers, consultants) and between scholars and practitioners leads to the evolution of the strategy field.
Pettigrew, A. Thomas, H. Whittington, R., Strategic Management: The Strengths and Limitations of a Field. In Handbook of Strategy and Management, Eds. Pettigrew, A. Thomas, H. Whittington, R. Sage: London, 2002, Pages 3-30.
Johnson, G. Langley, A. Melin, L. Whittington R., Strategy as Practice: Reseach Directions and Resources, Cambridge University Press: Cambridge, 2007.