Gerry Johnson is Sir Roland Smith Professor of Strategic Management at the School of Management, University of Lancaster.

Strategic management is taught in business schools as a fundamental aspect of management. It has also come to be regarded as a significant area of academic research over the past three decades. However, in that time research in strategy has largely migrated to a concern with strategy as that which organizations have, rather than strategy as that which managers do. Strategy as Practice reverses this trend by analyzing what people do in relation to the development of strategy in organizations.

Preface; Part I: 1. Introducing the Strategy as Practice Perspective: 2. Practical theories; 3. Doing research on doing strategy; Part II. Introduction to the Papers: 4. Technology as an occasion for structuring: evidence from observations of CT scanners and the social order of radiology departments Stephen R. Barley; 5. Making fast strategic decisions in high-velocity environments Kathleen M. Eisenhardt; 6. In search of rationality: the purposes behind the use of formal analysis in organizations Ann Langley; 7. Sensemaking and sensegiving in strategic change initiation Dennis A. Gioia and Kumar Chittipeddi; 8. Business planning as pedagogy: language and control in a changing institutional field Leslie S. Oakes, Barbara Townley and David J. Cooper; 9. Strategizing as lived experience and strategists' everyday efforts to shape strategic direction Dalvir Samra-Fredericks; 10. Organizational restructuring and middle manager sensemaking Julia Balogun and Gerry Johnson; 11. From metaphor to practice in the crafting of strategy Peter T. Bürgi, Claus D. Jacobs and Johan Roos; Part III: 12. Reflections; References.