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Purpose– This paper aims to analyze the strategizing and organizing practices in the innovation process by using a processual approach. Three types of practices are examined: discursive, episodic and administrative. Their arrangement and their influence are also studied in the innovation process. The final objective is to understand the making process of the strategizing/organizing (S/O) duality, which remains today one of the major challenges of the strategy-as-practice.Design/methodology/approach– The paper uses a longitudinal and qualitative methodology applied to a single case study. Primary data are based on 18 semi-directive interviews during a three-year period. Secondary data came from various meeting and reports, Web sites, newspapers and newsletters.Findings– The results show that strategizing and organizing practices are preconditioned by the phases of the innovation process. In the idea generation, commercialization and diffusion phases, strategizing takes precedence over the organizing, whereas in the R & D phase, it is the opposite. In the industrialization phase, strategizing and organizing are carried out simultaneously. Other results highlight the influence between discursive, episodic and administrative practices in the innovation process.Practical implications– This research offers guidance to practitioners of innovation who want to attain a deeper understanding of the innovation-making process and its close ties with strategizing and organizing.Originality/value– The authors empirically validate the making process of the S/O duality and examine the theoretical and empirical relevance of an innovizing concept, when the innovation-making process implicitly generates the production of a new inseparable S/O duality.

The current economic crisis which, at the same time, is social, political and cultural, reveals the impossibility of emerging from the worldwide destabilization produced by globalization without taking into account the centrality of human life as the result of interdependent relationships both in the public sphere and in the private sphere. Such a vision exactly corresponds to what women's transnational movements have tried to take forward in the context of development cooperation over the last three decades. In this article Pomeranzi, drawing on the "Mediterranean approach to the empowerment of women" as well as her own experience, considers the political responsibility of professionals working in development agencies, and suggests that the concepts of women's agency and empowerment could be a useful tool for resolving the intersecting elements of the present development crisis.

Purpose
While recent research has established that businesses can benefit from engaging with people at the bottom of the pyramid (BOP), the authors know little about the practices that managers can use to effectively strategize this ethically sound and financially attractive proposition and turn it into new business.


Design/methodology/approach
To address this gap, the authors reported on an action research study in which the authors collaborated with a major Mexican agribusiness, ANSA, to expand its market through value co-creation with the country's poorest farmers. To shape the strategizing, the authors combined dynamic capability theory and options theory, and the authors used the asset hexagon framework to understand the BOP population's needs.


Findings
The authors offer a detailed account of how ANSA's management team collaborated downstream with distributors and farmers and upstream with suppliers to grow a new micro-franchise business that increases the well-being of the poorest farmers and creates additional business opportunities. The research describes how firms can strategize and implement new business ventures for co-creating value with the BOP population. The results are a process model and related propositions for strategizing value co-creation with BOP.


Originality/value
The authors offer new empirical insights, a grounded process model and model-related propositions on strategizing BOP options. As such, the study contributes to the BOP literature by joining critical ethics with actionable knowledge of how such efforts may unfold and by demonstrating how theory may be enacted and developed in the process.

"Colonial legacies in knowledge production affect the way the world is represented and understood today. However, the subject is rarely attended. The book, Colonial Legacies and Contemporary Studies of China and Chineseness: Unlearning Binaries, Strategizing Self, is about the colonial construction of intellectual perspectives of the colonized population in terms of the latter's approach to China and Chineseness in the modern world. Relying on the available oral histories of senior China scholars primarily in Asia, authors from various postcolonial and colonial sites present these multiple routs of self-constitution and reconstitution through the use of China and Chineseness as category. The revealed manipulation of this third category, romantically as well as antagonistically, is easier than straightforward self-reflection for us all to accept that, coming to identities and relations, none, even subaltern, is politically innocent or capable of epistemological monopoly. Through comparative studies, it shows a way of self-understanding that does not always require discursive construction of border or cultural consumption of any specific "other""--

AbstractGlobal collaborations across level, domain, and sector boundaries are on the rise. This article analyses policy entrepreneurship for the establishment of the Global Alliance for Climate‐Smart Agriculture (GACSA), a global multi‐actor collaboration to address climate change and foster food security and development. We explore policy entrepreneurship as a process embedded within specific contexts. To that end we focus on the strategizing process, consisting of conditions, activities, and implications. Through a congruence case study based on interviews, documents, survey, and observation we find that: (1) accommodating a varied global community requires flexibility and adaptability from entrepreneurs towards a dynamic and changing environment; (2) the variety of actors constituting GACSA compromises vigour of the collaboration, and confuses the meaning of CSA; (3) whereas collective entrepreneurship is often depicted as joint operation of multiple actors, it might also be characterized by conflicting activities and/or successive involvement; (4) policy entrepreneurship is useful to establish collaborations, but its role is temporary. Entrepreneurs must therefore be sensitive to their potential obsoleteness and withdraw at the right moment. Our results show that policy entrepreneurship is a useful lens to study global policy processes, while providing guidelines to inspire and support practitioners to engage with global policy processes.

In this paper we examine how the use of space shapes the dynamic between openness and closure in open strategizing. To do this, we draw from research that has defined organizational space as a process that is both a social product and produces social relations. We analyzed the use of space in open strategizing in the Danish TV series and political drama 'Borgen'. In our analysis we focused on three building blocks of space: boundaries, distance, and movement that allowed us to elaborate how the dynamic between openness and closure is shaped. Drawing on our analysis, we revealed three spatial features – physical visibility, strategizing artefacts, discursive designation – that play a role in the dynamic between openness and closure in strategizing. We constructed a conceptual framework that shows how these spatial features, and their different combinations are associated with pivots between openness and closure. Thus, our findings advance prior open strategy research by providing potential explanations of why openness turns to closure, despite the attempts to keep the strategizing process open. We argue that taking space seriously provides a more nuanced understanding to some of the contingencies and possibilities related to the dynamics of openness and closure in strategizing.