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dc.contributor.authorBromiley, Philipen_US
dc.contributor.authorRau, Devakien_US
dc.date.accessioned2016-10-31T17:28:03Z
dc.date.available2016-10-31T17:28:03Z
dc.date.issued2016-08
dc.identifier.citationBromiley, P., & Rau, D. (2016). Missing the point of the practice based view. Strategic Organization, 14(3): 260-269en_US
dc.identifier.issn1476-1270
dc.identifier.other10.1177/1476127016645840
dc.identifier.urihttp://commons.lib.niu.edu/handle/10843/16861
dc.description.abstractIn this article, we address Jarzabkowski et al.’s strategy-as-practice criticism of Bromiley and Rau’s practice-based view as ignoring the “who” and “how” of practice implementation. Bromiley and Rau explicitly note that any statistical model under the practice-based view should consider mediating and moderating variables that depend on the specific practice and context but that the article would not attempt to identify such variables. Strategy-as-practice’s focus on the “who” and “how” of a practice are two of many such potential mediating or moderating variables. More fundamentally, strategy-as-practice scholars’ discomfort with the practice-based view may arise both from their different definitions of practice and their different approaches to strategy research. Without diminishing the strategy-as-practice’s contribution to strategy research, we argue for the additional value in the practice-based view’s call for systematic, large-scale, quantitative studies that establish the performance impact of specific practices across populations of organizations.en_US
dc.language.isoen_USen_US
dc.publisherSage Publications, Ltd.en_US
dc.subjectquantitative researchen_US
dc.subjectresource-based theory of the firmen_US
dc.subjectorganizational behavioren_US
dc.subjectstrategic planningen_US
dc.subjectstatistical modelsen_US
dc.titleMissing the point of the practice-based viewen_US
dc.type.genreArticleen_US
dc.typeTexten_US
dc.contributor.departmentDepartment of Managementen_US


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