Strategy as practice and the open strategizing phenomenon

An epistemological analysis

Abstract

This research focuses on the evolution of the epistemological understanding of organizational strategy, and to this end, it sought to understand how the perspective of strategy as practice and the phenomenon of open strategizing are positioned in relation to the epistemology of management. From a strategic perspective, the classical view defends how strategy can be formulated and implemented, while strategy as practice seeks to understand the interactions and practices of organizational actors at the micro-organizational level. In this sense, open strategizing is evidenced through practices that include a range of actors and instigates the transparency of data to form strategies. This theoretical essay presents an epistemological analysis with an understanding that strategy is not something exclusive to the organization, but the result of continuous movements of its individuals. By highlighting the relevance of social practices and human interactions in the formulation of strategies, the article defends the need for a broader and more inclusive understanding of strategy, aligned with critical and dialectical epistemological perspectives.