Strategic and Entrepreneurial Praxis

Non-scientific description: The world of organizations faces increasing turmoil via the societal changes including automation, aging, and unequal distribution of resources. For some individuals and organisations these trends pose a threat and for some an opportunity. For example, new automated and digitalised technologies may help the societies get rid of dehumanized, mechanical jobs and create space in markets for new ventures and entrepreneurship. On the other hand, jobs may be lost and the part of our society that has been depended on such jobs, come to suffer from losing the purpose and role provided by employment. These changes are challenging existing conceptions of strategy work and call for a new wave of scholarship that not only enriches extant theories but also develops new concepts and frameworks. This research area offers Hanken both a novel opportunity to engage with the most recent developments in both strategy and entrepreneurship research as entrepreneurial strategy emphasizes the proactive nature of strategic practices and takes into account both deliberate and emergent aspects of strategic management. Furthermore, this suggested AoS is according to Hanken’s research strategy as an international, high-quality, and interdisciplinary area that takes into account various forms or organizing in the contemporary world.

• Key non-scientific/managerial question: What managers do in relation to strategy and how this is influenced by and influences their organizational and institutional context?
• Scientific sub-disciplines: strategy as practice, entrepreneurship as practice, organization theory, management history, leadership
• Scientific research topics: top management teams, strategic work, pluralistic organisations, work culture, management ideas, start-up culture
• Scientific research methods: discourse analysis, ethnography, cultural history, history of thought, interpretive analysis