How Useful Are the Strategic Tools We Teach in Business Schools?

Journal of Management Studies

Volumn 50, Issue 1, 2013, Pages 92-125

  Wright, Robert P ^a,b   Paroutis, Sotirios E ^a,b   Blettner, Daniela P ^a,b  

^a UNIVERSITY OF WARWICK   (United Kingdom)

^b TILBURG UNIVERSITY   (Netherlands)

Author keywords

Internal logic; Management education; Managerial cognition; Personal construct theory; Strategic tools; Strategy as practice; Usefulness of tools and theories

Indexed keywords

EID: 84871348410     PISSN: 00222380     EISSN: 14676486     Source Type: Journal    
DOI: 10.1111/j.1467-6486.2012.01082.x     Document Type: Article

References (164)

1. Anderson, N., Herriot, P. and Hodgkinson, G. P. (2001). 'The practitioner-researcher divide in industrial, work and organizational psychology: where are we now, and where do we go from here?'. Journal of Occupational and Organizational Psychology, 7, 391-411.
2. Andriopoulos, C. and Lewis, M. W. (2009). 'Exploitation-exploration tensions and organizational ambidexterity: managing paradoxes of innovation'. Organization Science, 20, 696-717.
3. Andriopoulos, C. and Lewis, M. W. (2010). 'Managing innovation paradoxes: ambidexterity lessons from leading product design companies'. Long Range Planning, 43, 104-122.
4. Angwin, D., Cummings, S. and Smith, C. S. (2007). The Strategy Pathfinder: Core Concepts and Micro-Cases. Oxford: Blackwell Publishing.
5. Antonacopoulou, E. P. (2010). 'Making the business school more "critical": reflexive critique based on phronesis as a foundation for impact'. British Journal of Management, 21, S6-S25.
6. Argyris, C. (1976). 'Single-loop and double-loop model in research on decision making'. Administrative Science Quarterly, 21, 363-375.
7. Balogun, J., Huff, A. S. and Johnson, P. (2003). 'Three responses to the methodological challenges of studying strategizing'. Journal of Management Studies, 40, 197-224.
8. Barney, J. B. and Clifford, T. G. (2010). What I Didn't Learn in Business School: How Strategy Works in the Real World. Boston, MA: Harvard Business Review Press.
9. Bartunek, J. M. (2007). 'Academic-practitioner collaboration need not require joint or relevant research: toward a relational scholarship of integration'. Academy of Management Journal, 50, 1323-1333.
10. Bartunek, J. M., Gordon, J. R. and Wathersby, R. P. (1983). 'Developing "complicated" understanding in administrators'. Academy of Management Review, 8, 273-284.
11. Bennis, W. G. and O'Toole, J. (2005). 'How business schools lost their way'. Harvard Business Review, 83, 96-104.
12. Bourdieu, P. (1990). The Logic of Practice. Cambridge: Polity Press.
13. Bourne, H. and Jenkins, M. (2005). 'Eliciting managers' personal values: an adaptation of the laddering interview method'. Organizational Research Methods, 8, 410-428.
14. Bower, J. L. (2008). 'The teaching of strategy: from general manager to analyst and back again?'. Journal of Management Inquiry, 17, 269-275.
15. Burr, V. and Butt, T. (1992). Invitation to Personal Construct Psychology. London: Whurr Publishers.
16. Butt, T. (2004). 'Understanding, explanation, and personal constructs'. Personal Construct Theory & Practice, 1, 21-27. Available at: http://www.pcp-net.org/journal/pctp04/butt04.pdf (accessed 15 January 2011).
17. Calori, R. (1998). 'Essai: Philosophizing on strategic management models'. Organization Studies, 19, 281-306.
18. Cameron, K. S. and Quinn, R. E. (1988). 'Organizational paradox and transformation'. In Quinn, R. E. and Cameron, K. S. (Eds), Paradox and Transformation: Toward a Theory of Change in Organization and Management. Cambridge, MA: Ballinger, 12-18.
19. Cammock, P., Nilakant, V. and Dakin, S. (1995). 'Developing a lay model of managerial effectiveness: a social constructivist perspective'. Journal of Management Studies, 32, 443-474.
20. Centre for Person Computer Studies (2009). RepGrid 5 Manual. Calgary: Centre for Person Computer Studies.
21. Chen, M.-J. (2008). 'Reconceptualizing the competition-cooperation relationship: a transparadox perspective'. Journal of Management Inquiry, 17, 288-304.
22. Chen, M.-J. and Miller, D. (2011). 'The relational perspective as a business mindset: managerial implications for East and West'. Academy of Management Perspectives, 25, 6-18.
23. Chesley, J. A. and Wenger, M. S. (1999). 'Transforming an organization: using models to foster a strategic conversation'. California Management Review, 41, 54-73.
24. Chia, R. (2004). 'Strategy-as-practice: reflections on the research agenda'. European Management Review, 1, 29-34.
25. Chia, R. and Holt, R. (2006). 'Strategy as practical coping: a Heideggerian pespective'. Organization Studies, 27, 635-655.
26. Chia, R. and Holt, R. (2008). 'The nature of knowledge in business schools'. Academy of Management Learning & Education, 7, 471-486.
27. Chia, R. and MacKay, B. (2007). 'Post-processual challenges for the emerging strategy-as-practice perspective: discovering strategy in the logic of practice'. Human Relations, 60, 217-242.
28. Chia, R. and Rasche, A. (2010). 'Epistemological alternative for researching strategy as practice: building and dwelling worldviews'. In Golsorkhi, D., Rouleau, L., Seidl, D. and Vaara, E. (Eds), Cambridge Handbook of Strategy as Practice. Cambridge: Cambridge University Press, 33-46.
29. Christensen, C. M. and Carlile, P. R. (2009). 'Course research: using the case method to build and teach management theory'. Academy of Management Learning & Education, 8, 240-251.
30. Christensen, C. M. and Raynor, M. E. (2003). 'Why hard-nosed executives should care about management theory'. Harvard Business School, 81, 66-74.
31. Clark, D. N. (1997). 'Strategic management tool usage: a comparative study'. Strategic Change, 6, 417-427.
32. Coghlan, D. (2011). 'Action research: exploring perspectives on a philosophy of practical knowing'. Academy of Management Annals, 5, 53-87.
33. Cooper, R. (2005). 'Peripheral vision: relationality'. Organization Studies, 26, 1689-1710.
34. Corley, K. G. and Gioia, D. A. (2011). 'Building theory about theory building: what constitutes a theoretical contribution'. Academy of Management Review, 36, 12-32.
35. Coutu, D. L. (2002). 'The anxiety of learning'. Harvard Business Review, 80, 100-106.
36. Cunha, M. and Chia, R. (2007). 'Using teams to avoid peripheral blindness'. Long Range Planning, 40, 559-573.
37. Davenport, T. H., Harris, J. G. and Morison, R. (2010). Analytics at Work: Smart Decisions Better Results. Boston, MA: Harvard Business School Press.
38. Day, G. S. and Schoemaker, P. J. H. (2005). 'Scanning the periphery'. Harvard Business Review, 83, 135-148.
39. Dreyfus, H. (1991). Being-in-the-World. Cambridge, MA: MIT Press.
40. Durand, R. and Calori, R. (2006). 'Sameness, otherness? Enriching organizational change theories with philosophical considerations on the same and the other'. Academy of Management Review, 31, 93-114.
41. Easterby-Smith, M., Thorpe, R. and Holman, D. (1996). 'Using repertory grids in management'. Journal of European Industrial Training, 20, 3-30.
42. Eisenhardt, K. M. (1989). 'Making fast strategic decisions in high-velocity environments'. Academy of Management Journal, 32, 543-576.
43. Farjoun, M. (2010). 'Beyond dualism: stability and change as duality'. Academy of Management Review, 35, 202-225.
44. Feldman, M. S. and Orlikowski, W. J. (2011). 'Theorizing practice and practicing theory'. Organization Science, 22, 1240-1253.
45. Fiol, C. M. and Huff, A. S. (1992). 'Maps for managers: Where are we? Where do we go from here?'. Journal of Management Studies, 29, 267-285.
46. Fleisher, C. S. and Bensoussan, B. E. (2007). Business and Competitive Analysis: Effective Application of New and Classic Methods. Upper Saddle River, NJ: FT Press.
47. Fransella, F. and Bannister, D. (1977). A Manual of Repertory Grid Technique. London: Academic Press.
48. Frost, F. A. (2003). 'The use of strategic tools by small and medium-sized enterprises: an Australian study'. Strategic Change, 12, 49-62.
49. Gavetti, G. and Rivkin, J. W. (2005). 'How strategists really think: tapping into the power of analogy'. Harvard Business Review, 83, 54-63.
50. Ghoshal, S. (2005). 'Bad management theories are destroying good management practices'. Academy of Management Learning & Education, 4, 75-91.
51. Ghoshal, S. (2006). 'Scholarship that endures'. In Ketchen, D. J. and Bergh, D. D. (Eds), Research Methodology in Strategy and Management. Oxford: Elsevier & JAI, Vol. 3, 1-10.
52. Ginsberg, A. (1989). 'Construing the business portfolio: a cognitive model of diversification'. Journal of Management Studies, 26, 417-438.
53. Ginsberg, A. (1990). 'Connecting diversification to performance: a socio-cognitive approach'. Academy of Management Review, 15, 514-535.
54. Gioia, D. A. and Chittipeddi, K. (1991). 'Sensemaking and sensegiving in strategic change initiation'. Strategic Management Journal, 12, 433-448.
55. Golsorkhi, D., Rouleau, L., Seidl, D. and Vaara, E. (2010). 'Introduction: What is strategy as practice?'. In Golsorkhi, D., Rouleau, L., Seidl, D. and Vaara, E. (Eds), Cambridge Handbook of Strategy as Practice. Cambridge: Cambridge University Press, 1-20.
56. Grand, S., Ruegg-sturm, J. and Von arx, W. (2010). 'Constructivist epistemology in strategy as practice research'. In Golsorkhi, D., Rouleau, L., Seidl, D. and Vaara, E. (Eds), Cambridge Handbook of Strategy as Practice. Cambridge: Cambridge University Press, 63-78.
57. Grant, R. M. (2003). 'Strategic planning in a turbulent environment: evidence from the oil majors'. Strategic Management Journal, 24, 491-518.
58. Grant, R. (2008). 'Why strategy teaching should be theory based'. Journal of Management Inquiry, 17, 276-281.
59. Gray, D. E. (2007). 'Facilitating management learning: developing critical reflection through reflective tools'. Management Learning, 38, 495-517.
60. Greiner, L. E., Bhambri, A. and Cummings, T. G. (2003). 'Searching for a strategy to teach strategy'. Academy of Management Learning & Education, 2, 402-420.
61. Gulati, R. (2007). 'Tent poles, tribalism, and boundary spanning: the rigor-relevance debate in management research'. Academy of Management Journal, 50, 775-782.
62. Gunn, R. and Williams, W. (2007). 'Strategic tools: an empirical investigation into strategy in practice in the UK'. Strategic Change, 16, 201-216.
63. Hambrick, D. C. (1994). 'Presidential address: What if the Academy actually mattered?'. Academy of Management Review, 39, 11-16.
64. Hamel, G. and Prahalad, C. K. (1989). 'Strategic intent'. Harvard Business Review, 67, May-June, 63-76.
65. Harvard Business Review (2011a). 'Embracing complexity'. Harvard Business Review, 89, September Special Issue, 67-92.
66. Harvard Business Review (2011b). 'What great companies do differently'. Harvard Business Review, 89, November Special Issue, 65-104.
67. Heidegger, M. (1971/1950). Poetry, Language, Thought. A. Hofstader (trans.). New York: Harper and Row.
68. Hill, T. and Westbrook, R. (1997). 'SWOT analysis: it's time for a product recall'. Long Range Planning, 30, 46-52.
69. Hinkle, D. N. (1965). The Change of Personal Constructs from the Viewpoint of a Theory of Implications. Unpublished doctoral dissertation. Ohio State University.
70. Hitt, M. A., Ireland, R. D. and Hoskisson, R. E. (2007). Strategic Management: Competitiveness and Globalization. Mason, OH: Thomson South-Western.
71. Hodgkinson, G. P. and Clarke, I. (2007). 'Exploring the cognitive significance of organizational strategizing: a dual-process framework and research agenda'. Human Relations, 60, 243-255.
72. Hodgkinson, G. P. and Healey, M. P. (2008). 'Cognitions in organizations'. Annual Review of Psychology, 59, 387-417.
73. Hodgkinson, G. P. and Healey, M. P. (2011). 'Psychological foundations of dynamic capabilities: reflexion and reflection in strategic management'. Strategic Management Journal, 32, 1500-1516.
74. Hodgkinson, G. P. and Sparrow, P. R. (2002). The Competent Organization: A Psychological Analysis of the Strategic Management Process. Buckingham: Open University Press.
75. Hodgkinson, G. P. and Wright, G. (2002). 'Confronting strategic inertia in a top management team: learning from failure'. Organization Studies, 23, 949-977.
76. Huff, A. S., Neyer, A.-K. and Moslein, K. (2010). 'Broader methods to support new insights into strategizing'. In Golsorkhi, D., Rouleau, L., Seidl, D. and Vaara, E. (Eds), Cambridge Handbook of Strategy as Practice. Cambridge: Cambridge University Press, 201-216.
77. Ingold, T. (2000). The Perception of the Environment. London: Routledge.
78. Jacobides, M. G. (2010). 'Strategy tools for a shifting landscape'. Harvard Business Review, 88, 76-85.
79. Jarratt, D. and Stiles, D. (2010). 'How are methodologies and tools framing managers' strategizing practice in competitive strategy development?'. British Journal of Management, 21, 28-43.
80. Jarzabkowski, P. (2004). 'Strategy as practice: recursive, adaptive and practices-in-use'. Organization Studies, 25, 529-560.
81. Jarzabkowski, P. and Spee, A. P. (2009). 'Strategy-as-practice: a review and future directions for the field'. International Journal of Management Review, 11, 69-95.
82. Jarzabkowski, P. and Whittington, R. (2008a). 'Directions for a troubled discipline: strategy research, teaching, and practice - introduction to the dialog'. Journal of Management Inquiry, 17, 266-268.
83. Jarzabkowski, P. and Whittington, R. (2008b). 'A strategy-as-practice approach to strategy research and education'. Journal of Management Inquiry, 17, 282-286.
84. Jarzabkowski, P. and Wilson, D. C. (2006). 'Actionable strategy knowledge: a practice perspective'. European Management Journal, 24, 348-367.
85. Jarzabkowski, P., Balogun, J. and Seidl, D. (2007). 'Strategizing: the challenges of a practice perspective'. Human Relations, 60, 5-27.
86. Jarzabkowski, P., Giulietti, M., Oliveira, B. and Amoo, N. (2010a). 'We don't need no education: or do we? Management Education and Alumni Adoption of Strategy Tools'. Advanced Institute of Management Research AIM Research Working Paper Series, ISSN: 1744-0009, 1-56.
87. Jarzabkowski, P., Mohrman, S. A. and Scherer, A. G. (2010b). 'Organization studies as applied science: the generation and use of academic knowledge about organizations. Introduction to the Special Issue'. Organization Studies, 31, 1189-1207.
88. Johnson, G., Whittington, R. and Scholes, K. (2011). Exploring Corporate Strategy, 9th edition. Harlow: Financial Times Prentice Hall.
89. Kachra, A. and Schnietz, K. (2008). 'The capstone strategy course: what might real integration look like?'. Journal of Management Education, 32, 476-508.
90. Kalekin-Fishman, D. and Walker, B. M. (1996). The Construction of Group Realities: Cultures, Societies, and Personal Construct Theory. Malabar, FL: Krieger Publishing.
91. Kelly, G. (1955). The Psychology of Personal Constructs, Volume 1. London: Norton.
92. Kolb, D. A. (1984). Experiential Learning: Experience as the Source of Learning and Development. Englewood Cliffs, NJ: Prentice-Hall.
93. Langley, A. (1989). 'In search of rationality: the purposes behind the use of formal analysis in organizations'. Administrative Science Quarterly, 34, 598-632.
94. Lewis, M. W. (2000). 'Exploring paradox: toward a more comprehensive guide'. Academy of Management Review, 25, 760-776.
95. Lewis, M. W. and Dehler, G. E. (2000). 'Learning through paradox: a pedagogical strategy for exploring contradictions and complexity'. Journal of Management Education, 24, 708-725.
96. Liedtka, J. M. (1998). 'Strategic thinking: can it be taught?'. Long Range Planning, 31, 120-129.
97. Loyd, D. L., Kern, M. C. and Thompson, L. (2005). 'Classroom research: bridging the ivory divide'. Academy of Management Learning & Education, 4, 8-21.
98. Lozeau, D., Langley, A. and Denis, J.-L. (2002). 'The corruption of managerial techniques by organizations'. Human Relations, 55, 537-564.
99. Maitlis, S. and Lawrence, T. B. (2007). 'Triggers and enablers of sensegiving in organizations'. Academy of Management Journal, 50, 57-84.
100. March, J. G. (2006). 'Rationality, foolishness, and adaptive intelligence'. Strategic Management Journal, 27, 201-214.
101. Markides, C. (2007). 'In search of ambidextrous professors'. Academy of Management Journal, 50, 762-768.
102. Martin, R. (2007a). 'How successful leaders think'. Harvard Business Review, 85, 60-67.
103. Martin, R. L. (2007b). The Opposable Mind: How Successful Leaders Win Through Integrative Thinking. Boston, MA: Harvard Business School Press.
104. Mintzberg, H. (2004). Managers Not MBAs: A Hard Look at the Soft Practice of Managing and Management Development. London: Financial Times Prentice Hall.
105. Mir, R. and Watson, A. (2000). 'Strategic management and the philosophy of science: "the case for a constructivist methodology"'. Strategic Management Journal, 21, 941-953.
106. Miron-Spektor, E., Gino, F. and Argote, L. (2011). 'Paradoxical frames and creative sparks: enhancing individual creativity through conflict and integration'. Organizational Behavior and Human Decision Processes, 116, 229-240.
107. Ocasio, W. (2011). 'Attention to attention'. Organization Science, 22, 1286-1296.
108. Orlikowski, W. J. (2002). 'Knowing in practice: enacting a collective capability in distributed organizing'. Organization Science, 13, 249-273.
109. Orlikowski, W. J. and Scott, S. V. (2008). 'Sociomateriality: challenging the separation of technology, work and organization'. Academy of Management Annals, 2, 433-474.
110. Orndoff, K. (2002). 'Strategic tools for RIM professionals'. Information Management Journal, 36, 65-71.
111. Pearce, J. L. (2004). 'What do we know and how do we really know it? 2003 Presidential address'. Academy of Management Review, 29, 175-179.
112. Pelz, D. C. (1978). 'Some expanded perspectives on use of social science in public policy'. In Yinger, Y. M. and Cutler, S. J. (Eds), Major Social Issues: A Multidisciplinary View. New York: Free Press, 346-357.
113. Pfeffer, J. and Fong, C. T. (2002). 'The end of business schools? Less success then meets the eye'. Academy of Management Learning & Education, 1, 78-85.
114. Plambeck, N. and Weber, K. (2009). 'CEO ambivalence and responses to strategic issues'. Organization Science, 20, 993-1010.
115. Poole, M. S. and Van de Ven, A. H. (1989). 'Using paradox to build management and organization theories'. Academy of Management Review, 14, 562-578.
116. Prahalad, C. K. (2004). 'The blinders of dominant logic'. Long Range Planning, 37, 171-179.
117. Raisch, S., Birkinshaw, J., Probst, G. and Tushman, M. L. (2009). 'Organizational ambidexterity: balancing exploitation and exploration for sustained performance'. Organization Science, 20, 685-695.
118. Rasche, A. and Chia, R. (2009). 'Researching strategy practices: a genealogical social theory perspective'. Organization Studies, 30, 713-734.
119. Regner, P. (2003). 'Strategy creation in the periphery: inductive versus deductive strategy making'. Journal of Management Studies, 40, 57-82.
120. Rigby, D. and Bilodeau, B. (2011). Management Tools and Trends 2011. Boston, MA: Bain & Company.
121. Roglio, K. D. and Light, G. (2009). 'Executive MBA programs: the development of the reflective executive'. Academy of Management Learning & Education, 8, 156-173.
122. Rouleau, L. (2005). 'Micro-practices of strategic sensemaking and sensegiving: how middle managers interpret and sell change every day'. Journal of Management Studies, 42, 1413-1441.
123. Rousseau, D. M. (2012). 'Designing a better business school: channeling Herbert Simon, addressing the critics, and developing actionable knowledge for professionalizing managers'. Journal of Management Studies, 49, 600-618.
124. Rynes, S. L. (2007a). 'Editors' forum on research with relevance to practice. Editor's Foreword: Carrying Sumantra Ghoshal's torch: creating more positive, relevant, and ecologically valid research'. Academy of Management Journal, 50, 745-747.
125. Rynes, S. L. (2007b). 'Editor's afterword. Let's create a tipping point: what academics and practitioners can do, alone and together'. Academy of Management Journal, 50, 1046-1054.
126. Rynes, S. L., Bartunek, J. M. and Daft, R. L. (2001). 'Across the great divide: knowledge creation and transfer between practitioners and academics'. Academy of Management Journal, 44, 340-355.
127. Sandberg, J. (2005). 'How do we justify knowledge produced within interpretive approaches?'. Organizational Research Methods, 8, 41-68.
128. Sandberg, J. and Tsoukas, H. (2011). 'Grasping the logic of practice: theorizing through practical rationality'. Academy of Management Review, 36, 338-360.
129. Schatzki, T. R. (2005). 'Peripheral vision: the sites of organizations'. Organization Studies, 26, 465-484.
130. Schatzki, T. R., Cetina, K. K. and Savigny, E. (2001). The Practice Turn in Contemporary Theory. London: Routledge.
131. Schon, D. A. (1983). The Reflective Practitioner: How Professionals Think in Action. New York: Basic Books.
132. Seeger, J. A. (2006). 'Research note and communication: Revising the images of BCG's growth/share matrix'. Strategic Management Journal, 5, 93-97.
133. Simsek, Z. (2009). 'Organizational ambidexterity: towards a multilevel understanding'. Journal of Management Studies, 46, 597-624.
134. Smith, W. K. and Lewis, M. W. (2011). 'Toward a theory of paradox: a dynamic equilibrium model of organizing'. Academy of Management Review, 36, 381-403.
135. Smith, W. K., Binns, A. and Tushman, M. L. (2010). 'Complex business models: managing strategic paradoxes simultaneously'. Long Range Planning, 43, 448-461.
136. Spee, A. P. and Jarzabkowski, P. (2009). 'Strategy tools as boundary objects'. Strategic Organization, 7, 223-232.
137. Stenfors, S. (2007). Strategy Tools and Strategy Toys: Management Tools in Strategy Work. Unpublished doctoral dissertation, Helsinki School of Economics.
138. Stewart, V. and Stewart, A. (1981). Business Applications of Repertory Grid. London: McGraw-Hill.
139. Tsoukas, H. (1989). 'The validity of idiographic research explanations'. Academy of Management Review, 14, 551-561.
140. Tsoukas, H. and Chia, R. (2011). 'Introduction: Why philosophy matters to organization theory'. In Tsoukas, H. and Chia, R. (Eds), Philosophy and Organization Theory. Research in the Sociology of Organizations. Bingley: Emerald Group Publishing, Vol. 1, 1-22.
141. Tsoukas, H. and Hatch, M. J. (2001). 'Complex thinking, complex practices: the case for a narrative approach to organizational complexity'. Human Relations, 54, 979-1013.
142. Tushman, M. and O'Reilly, C. III (2007). 'Research and relevance: implications of Pasteur's quadrant for doctoral programs and faculty development'. Academy of Management Journal, 50, 769-774.
143. Tushman, M. L., O'Reilly, C. A., Fenollosa, A., Kleinbaum, A. M. and McGrath, D. (2007). 'Relevance and rigor: executive education as a lever in shaping practice and research'. Academy of Management Learning & Education, 6, 345-362.
144. Vaara, E. and Whittington, R. (2012). 'Strategy-as-practice: taking social practices seriously'. Academy of Management Annals, 6, 258-336.
145. Van de Ven, A. H. (2007). Engaged Scholarship: A Guide for Organizational and Social Research. New York: Oxford University Press.
146. Van Maanen, J. (1979). 'The fact of fiction in organizational ethnography'. Administrative Science Quarterly, 24, 539-550.
147. Walker, B. M. and Winter, D. A. (2007). 'The elaboration of personal construct psychology'. Annual Review of Psychology, 58, 453-477.
148. Walsh, J. P. (1995). 'Managerial and organizational cognition: notes from a trip down memory lane'. Organization Science, 6, 280-321.
149. Walsh, J. P. (2011). '2010 Presidential address: Embracing the sacred in our secular scholarly world'. Academy of Management Review, 36, 215-234.
150. Walsh, J. P., Tushman, M. L., Kimberly, J. R., Starbuck, B. and Ashford, S. J. (2007). 'On the relationship between research and practice: debate and reflections'. Journal of Management Inquiry, 6, 128-154.
151. Weick, K. E. (2007a). 'The generative properties of richness'. Academy of Management Journal, 50, 14-19.
152. Weick, K. E. (2007b). 'Keynote address. Drop your tools: on reconfiguring management education'. Journal of Management Education, 31, 5-16.
153. Wheelen, T. L. and Hunger, J. D. (2008). Concepts in Strategic Management and Business Policy, 11th edition. Upper Saddle River, NJ: Prentice-Hall.
154. Whittington, R. (1996). 'Strategy-as-practice'. Long Range Planning, 29, 731-735.
155. Whittington, R. (2004). 'Strategy after modernism: recovering practice'. European Management Review, 1, 62-68.
156. Whittington, R. (2006). 'Completing the practice turn in strategy research'. Organization Studies, 27, 613-634.
157. Whittington, R. (2007). 'Strategy practice and strategy process: family differences and the sociological eye'. Organization Studies, 28, 1575-1586.
158. Whittington, R., Molloy, E., Mayer, M. and Smith, A. (2006). 'Practices of strategizing/organizing: broadening strategy work and skills'. Long Range Planning, 39, 615-629.
159. Wilson, D. and Jarzabkowski, P. (2004). 'Thinking and acting strategically: new challenges for interrogating strategy'. European Management Review, 1, 14-20.
160. Worren, N., Moore, K. and Elliott, R. (2002). 'When theories become tools: towards a framework for pragmatic validity'. Human Relations, 55, 1227-1250.
161. Wright, R. P. (2006). 'Rigor and relevance using repertory grid technique in strategy research'. In Ketchen, D. J. and Bergh, D. D. (Eds), Research Methodology in Strategy and Management. Oxford: Elsevier & JAI, Vol. 3, 295-348.
162. Wright, R. P. (2008). 'Eliciting cognitions of strategizing using advanced repertory grids in a world constructed and reconstructed'. Organizational Research Methods, 11, 753-769.
163. Wright, R. P. and Lam, S. S. K. (2002). 'Comparing apples with apples: the importance of element wording in grid applications'. Journal of Constructivist Psychology, 15, 109-119.
164. Yanow, D. and Tsoukas, H. (2009). 'What is reflection-in-action? A phenomenological account'. Journal of Management Studies, 46, 1339-1364.