Strategizing: Opening New Avenues in Latin-America. A Systematic Literature Review
| Autor | Martha Eugenia Reyes-Sarmiento, PhD, Luz María Rivas-Montoya, PhD |
| Cargo | Economists, Msc and PhD in Administration (Universidad EAFIT). Professor in Strategy at Universidad EAFIT/Economist, MBA, Msc and PhD in Administration (Universidad EAFIT). Professor in Strategy at Universidad EAFIT |
| Páginas | 165-193 |
165
AD-MINISTER
Strategizing: Opening New Avenues in Latin-America.
A Systematic Literature Review1
Strategizing: abriendo nuevas posibilidades en América Latina. Una revisión sistemática
de literatura.
1 Acknowledgements: Thanks to Luz Ángela Cubides and Paola Atehortúa for providing language help,
as well as Melissa Gutierrez in the data collection process, and the editors who provided interesting
insights in order to improve this paper.
Funding: This work was supported by Colciencias and Universidad EAFIT [50.227 us$] in the course of
study, research, preparation and presentation of the manuscript.
Declaration of interest: none.
2 Economists, Msc and PhD in Administration (Universidad EAFIT). Professor in Strategy at
Universidad EAFIT. mreyess@eafit.edu.co. ORCID id: https://orcid.org/0000-0002-0451-758X
3 Economist, MBA, Msc and PhD in Administration (Universidad EAFIT). Professor in Strategy at
Universidad EAFIT. lrivasm@eafit.edu.co. ORCID id: https://orcid.org/0000-0003-4828-384X
MARTHA E. REYESSARMIENTO
LUZ M. RIVASMONTOYA
JEL: M, M
Received: 24/005/2019
Modified: 21/10/2019
Accepted: 16/11/2019
DOI: https://doi.org/10.17230/
Ad-minister.35.7
ABSTRACT
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.
KEY WORDS
Strategizing, Strategy-as-practice, the practice turn, trust, customer, systematic literature review.
RESUMEN
Strategizing es un campo de investigación desprovisto de unidad epistemológica, teórica y metodológica.
Antes de ver esto como una desventaja, se muestra cómo esta pluralidad refuerza la convergencia de
diferentes puntos de vista del giro a la práctica en la estrategia, que desafían su perspectiva convencional.
En esta revisión sistemática de la literatura se detectaron oportunidades de investigación en América
Latina, así como en las categorías de prácticas y practicantes. En la primera categoría, se sugiere la
confianza como un concepto apropiado para investigar acerca de la naturaleza social de las prácticas. Y
en la segunda categoría, se resalta la mayor atención que requieren los clientes como actores relevantes
en el ciclo de creación-entrega y captura de valor de la estrategia de nivel de negocio.
PALABRAS CLAVE
Estrategia como práctica, el giro de la práctica, confianza, cliente, revisión de literatura sistemática.
AD-minister Nº. 35 julio - diciembre 2019 pp. 165 - 193 · ISSN 1692-0279 · eISSN 2256-4322
166
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Martha E. Reyes-Sarmiento · Luz M. Rivas-Montoya
Strategizing: Opening New Avenues in Latin-America. A Systematic Literature Review
INTRODUCTION
This review aims to achieve a greater understanding of strategizing, its categories,
empirical contexts, as well as, its epistemological, methodological and theoretical
matters. This review contributes to foster research on Strategizing or S-as-P, since
it has been paid modest attention in Latin America, except for Brazil. Strategizing
was born as an alternative approach to mainstream strategy research. Accordingly,
Strategizing is understood as an invitation to include human action in the construction
and enactment of strategy (Jarzabkowski, Balogun, & Seidl, 2007; Walter & Mussi,
2011). It includes the interaction of people (Johnson, Langley, Melin & Whittington,
2007), socio-cultural artefacts that build strategy (Fenton & Langley, 2011) and the
micro-macro ontologies on practice (Seidl & Whittington, 2014).
In an eort to enlarge the scope of Strategy-as-practice as a research field,
previous literature reviews have looked for, the “doing” or enactment of strategy:
“who does it, what those people do, how they do it, what kind of things they use and the
impact of those issues for shaping strategy” (Jarzabkowski & Spee, 2009, p.69). Other
authors have provided important insights into the practices, praxis and practitioners’
categories of strategizing (Vaara & Whittington, 2012). However, these works are
quite dated given the speed with which the SAP field has been growing over the last
few years (Seidl, 2019).
In order to update these literature reviews and to provide a deeper understanding
of strategizing for the Latin-American audience, the question that guides this study
is: What is strategy as practice? Additionally, we structure this systematic review
following Callahan’s (2014) critical questions: why, what, where and how, and
reformulate them to answer these questions in the following way: Why is it important
to know about strategizing? What do we know about strategizing? Where does
strategizing research take place? And, How can this review contribute to finding new
research opportunities?
During the research, it was possible to identify that this perspective shares the labels
“strategizing”, “strategy-as-practice”,”SAP” “S-as-P” and “estrategia como práctica” as
keywords. With these criteria, this systematic review was conducted within fifteen
dierent databases in English, Spanish and Portuguese, with articles dated from 1996 to
2017. The update of this review for the years 2018-2019 resulted in 187 new documents,
confirming that this field of research has grown in a very significant way. Further, this
update merits a separate analysis and text. The starting point of this review was 1996,
the date of the seminal work in this perspective: “Strategy as Practice” by Whittington
(1996) according to Maia, Di Serio, & Alves Filho (2015).
A total of 180 documents were selected among videos, papers and books. Based on
these files we recognized the practice turn as a starting point of this view. It suggests
that social life occurs constantly from the actions of people (Feldman & Orlikowski,
2011). Therefore, Feldman and Orlikowski (2011) identified three perspectives of
practice: empirical, theoretical and philosophical. The first view focuses on ‘the
everyday activity of organizing’ (p.1240); the second perspective reviews how
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