Strategy-as-Practice, Identity, and Capability to Perform in a Pluralist Context: A Case Study

Qian Li, Paula Jarzabkowski, Santi Furnari

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Abstract

Start-ups face triple challenges of constructing a salient identity, developing a saleable product, and forming a fully-functioned firm. The challenges become more complicated when those start-ups are situated in a pluralist context where they are subject to different, sometimes competing norms, values, and practices from more than one category, sector, and industry. Guided by a strategy-as-practice lens, we set to understand such an intricate process of how start- ups in a pluralist context form their identities while building capability to perform over the course of emergence. Based on a case study of a start-up at the intersection of technology and insurance, we found that start-ups engage in a series of practice to form an identity, sketch a product, and leverage upon their strategic decisions at pre-launching, launching, and post-launching phase. These practices constitute an interconnected process as start-ups manoeuvre different identity claims to build up their competitive advantage prior to scale up. We seek to contribute to the literature of strategy-as-practice, identity formation, and organizations in a pluralist context.

Original languageEnglish
Title of host publicationAcademy of Management Annual Meeting Proceedings
EditorsGuclu Atinc
PublisherAcademy of Management
Volume2018
Edition1
DOIs
Publication statusPublished - 9 Jul 2018

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    Li, Q., Jarzabkowski, P., & Furnari, S. (2018). Strategy-as-Practice, Identity, and Capability to Perform in a Pluralist Context: A Case Study. In G. Atinc (Ed.), Academy of Management Annual Meeting Proceedings (1 ed., Vol. 2018). [12061] Academy of Management. https://doi.org/10.5465/AMBPP.2018.12061abstract