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Strategy Conduct in Strategy-as-Practice: A Look into the Social Interactions Inside an Advisory Board

2025-01Journal article Open access
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datacite.subject.fosCiências Sociais::Economia e Gestão
dc.contributor.authorMarietto, Márcio Luiz
dc.contributor.authorSerra, Fernando Antonio Ribeiro
dc.contributor.authorFerreira, Manuel Portugal
dc.contributor.authorCassol, Alessandra
dc.date.accessioned2025-11-20T14:44:59Z
dc.date.available2025-11-20T14:44:59Z
dc.date.issued2025-01
dc.description.abstractResearching 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.eng
dc.identifier.doi10.1177/21582440251321847
dc.identifier.issn2158-2440
dc.identifier.issn2158-2440
dc.identifier.urihttp://hdl.handle.net/10400.8/14692
dc.language.isoeng
dc.peerreviewedyes
dc.publisherSAGE Publications
dc.relation.ispartofSage Open
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/
dc.subjectstrategy formation
dc.subjectstrategic conduct
dc.subjectstructurationist theory
dc.subjectstrategy as practice
dc.subjectadvisory board
dc.titleStrategy Conduct in Strategy-as-Practice: A Look into the Social Interactions Inside an Advisory Board
dc.typejournal article
dspace.entity.typePublication
oaire.citation.issue1
oaire.citation.titleSAGE Open
oaire.citation.volume15
oaire.versionhttp://purl.org/coar/version/c_970fb48d4fbd8a85

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