Sociomateriality and open strategising in an organisational structural change context

Bárbara Zandomenico Perito, Rosalia Aldraci Barbosa Lavarda and Christiane Bellucci

International Journal of Management and Decision Making, 2024, vol. 23, issue 3, 265-289

Abstract: Through the lenses of strategising and sociomaterial perspective, the goal of the study is to understand how people and tools are combined to favour (or not) open strategising, in a context of organisational structural change. Based on a qualitative case study we evidence the importance of the organisational structural change context in the connection between sociomateriality and open strategising. We reveal, through the sociomateriality lens, that human and non-human actors enable open strategising to be performed in such context as well as favour the practitioners to be promoters of openness and influencers of the open strategy level during an organisational change context. Our findings unveil the implications of sociomateriality for practitioners in the organisational change context considering the open strategising and expand our understanding about the mechanisms of the dynamics of open strategy.

Keywords: sociomateriality; open strategising; strategy as social practice; organisational change; organisational context; case study. (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijmdma:v:23:y:2024:i:3:p:265-289

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