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The duality of strategic managerial work in SMEs: A structuration perspective
Mid Sweden University, Faculty of Human Sciences, Department of Social Sciences. Luleå University of Technology, Sweden.
Luleå University of Technology, Sweden.
Mid Sweden University, Faculty of Human Sciences, Department of Social Sciences.
2012 (English)In: The Work of Managers: Towards a Practice Theory of Management / [ed] Tengblad, S, Oxford University Press, 2012Chapter in book (Other academic)
Place, publisher, year, edition, pages
Oxford University Press, 2012.
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:miun:diva-28870DOI: 10.1093/acprof:oso/9780199639724.003.0014Scopus ID: 2-s2.0-84919752756ISBN: 978-019173866-1 (print)ISBN: 978-019963972-4 (print)OAI: oai:DiVA.org:miun-28870DiVA: diva2:972815
Note

This chapter examines strategic managerial work in SMEs using a theoretical framework based on structuration and entrepreneurship theory. Three managerial episodes illustrate how CEOs deal with strategic situations in SMEs. Several propositions about strategic managerial work in SMEs, which is multifaceted and complex, are offered. Such work is a social practice that is ingrained with symbolism, emotions, and power. The propositions of this study are that the level of strategic intensity is an influential contingency factor that affects the balance of those aspects of the practice, and that strategic intensity depends on whether strategic managerial work relies more on already established structures or on managers' original actions. The conclusion is that structuration provides a promising framework for understanding the subtle complexities of strategic managerial work in SMEs.

Available from: 2016-09-22 Created: 2016-09-22 Last updated: 2016-09-22Bibliographically approved

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CiteExportLink to record
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Citation style
  • apa
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