Using social practice approaches for strategic management research in Africa: an example, design considerations and potential contributions

References

• Acquaah, M. (2007). Managerial social capital, strategic orientation, and organizational performance in an emerging economy. Strategic Management Journal, 28(12), 1235–1255.
   Web of Science ®Google Scholar
• Acquaah, M. (2012). Social networking relationships, firm-specific managerial experience and firm performance in a transition economy: A comparative analysis of family owned and nonfamily firms. Strategic Management Journal, 33(10), 1215–1228.
   Web of Science ®Google Scholar
• Acquaah, M. (2014). Construct measurement in strategic management research in Africa. In D. Zoogah, (Ed.), Advancing research methodology in the African context: Techniques, methods, and designs (pp. 1–20). Bingley: Emerald Group Publishing Limited.
   Google Scholar
• Acquaah, M., & Agyapong, A. (2015). The relationship between competitive strategy and firm performance in micro and small businesses in Ghana: The moderating role of managerial and marketing capabilities. Africa Journal of Management, 1(2), 172–193.
   Google Scholar
• Acquaah, M., & Eshun, J. P. (2010). A longitudinal analysis of the moderated effects of networking relationships on organizational performance in a sub-Saharan African economy. Human Relations, 63(5), 667–700.
   Web of Science ®Google Scholar
• Acquaah, M., Zoogah, D. B., & Kwesiga, E. N. (2013). Advancing Africa through management knowledge and practice: The way forward. African Journal of Economic and Management Studies, 4(2), 164–176.
   Google Scholar
• Agyapong, A., Zamore, S., & Mensah, H. K. (2020). Strategy and Performance: Does Environmental Dynamism Matter? Journal of African Business, 21(3), 315–337.
   Web of Science ®Google Scholar
• Amankwah-Amoah, J. (2018). Cultivating greater self-confidence in African management research. Thunderbird International Business Review, 60(4), 511–522.
   Web of Science ®Google Scholar
• Anderson, A. R., Dodd, S. D., & Jack, S. L. (2010). Network practices and entrepreneurial growth. Scandinavian Journal of Management, 26(2), 121–133.
   Web of Science ®Google Scholar
• Archer, M. S. (1982). Morphogenesis versus structuration: On combining structure and action. The British Journal of Sociology, 33(4), 455–483.
   Web of Science ®Google Scholar
• Archer, M. S. (1995). Realist social theory: The morphogenetic approach. Cambridge: Cambridge University Press.
   Google Scholar
• Barkema, H. G., Chen, X. P., George, G., Luo, Y., & Tsui, A. S. (2015). West meets East: New concepts and theories. Academy of Management Journal, 58(2), 460–479.
   Web of Science ®Google Scholar
• Barnard, H., Cuervo-Cazurra, A., & Manning, S. (2017). Africa business research as a laboratory for theory-building: extreme conditions, new phenomena, and alternative paradigms of social relationships. Management and Organization Review, 13(3), 467–495.
   Web of Science ®Google Scholar
• Besser, T. L., & Miller, N. (2011). The structural, social, and strategic factors associated with successful business networks. Entrepreneurship and Regional Development, 23(3–4), 113–133.
   Web of Science ®Google Scholar
• Blumer, H. (1954). What is wrong with social theory? American Sociological Review, 19(1), 3–10.
   Web of Science ®Google Scholar
• Blunch, N. H., Canagarajah, S., & Raju, D. (2001). The informal sector revisited: A synthesis across space and time. World Bank Social Protection Discussion Paper Series No. 119. Washington, DC: World Bank.
   Google Scholar
• Botha, L. (2011). Mixing methods as a process towards indigenous methodologies. International Journal of Social Research Methodology, 14(4), 313–325.
   Web of Science ®Google Scholar
• Bourdieu, P. (1977). Outline of theory of practice. Cambridge: Cambridge University Press.
   Google Scholar
• Bourdieu, P. (1984). Distinction: A social critique of the judgment of taste. Cambridge, MA: Harvard University Press.
   Google Scholar
• Bourdieu, P. (1990). The logic of practice. Cambridge: Polity Press.
   Google Scholar
• Bourdieu, P. (2004). Science of science and reflexivity. Cambridge: Polity Press.
   Google Scholar
• Bourdieu, P., & Wacquant, L. (1992). An invitation to reflexive sociology. Cambridge: Polity Press.
   Google Scholar
• Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101.
   Google Scholar
• Bruton, G. D., Ireland, R. D., & Ketchen, D. J. (2012). Toward a research agenda on the informal economy. Academy of Management Perspectives, 26(3), 1–11.
   Web of Science ®Google Scholar
• Chell, E., & Baines, S. (2000). Networking, entrepreneurship and microbusiness behaviour. Entrepreneurship and Regional Development, 12(3), 195–215.
   Google Scholar
• Chen, M. A. (2006). Rethinking the informal economy: Linkages with the formal economy and the formal regulatory environment. In B. Guha-Khansnobis, R. Kanbur, & E. Ostrom (Eds.), Linking the formal and informal economy (pp. 93–120). Oxford: Oxford University Press.
   Google Scholar
• Chia, R. (2004). Strategy-as-practice: Reflections on the research agenda. European Management Review, 1(1), 29–34.
   Web of Science ®Google Scholar
• Chia, R., & MacKay, B. (2007). Post-processual challenges for the emerging strategy-as-practice perspective: Discovering strategy in the logic of practice. Human Relations, 60(1), 217–242.
   Web of Science ®Google Scholar
• Clarke, I., Kwon, W., & Wodak, R. (2012). A context-sensitive approach to analysing talk in strategy meetings. British Journal of Management, 23(4), 455–473.
   Web of Science ®Google Scholar
• Coffie, S., & Blankson, C. (2018). Strategic prescriptive theories in the business context of an emerging economy. Journal of Strategic Marketing, 26(5), 373–384.
   Web of Science ®Google Scholar
• Dameron, S., Lê, J. K., & LeBaron, C. (2015). Materializing strategy and strategizing material: Why matter matters. British Journal of Management, 26(S1), S1–S12.
   Google Scholar
• Darbi, W. P. K., Hall, C. M., & Knott, P. (2018). The informal sector: A review and agenda for management research. International Journal of Management Reviews, 20(2), 301–324.
   Web of Science ®Google Scholar
• Darley, W. K., & Luethge, D. J. (2019). Management and Business Education in Africa: A Post-Colonial Perspective of International Accreditation. Academy of Management Learning & Education, 18(1), 99–111.
   Web of Science ®Google Scholar
• de Certeau, M. (1984). The practice of everyday life. Berkeley, CA: University of California Press.
   Google Scholar
• De Clercq, D., & Honig, B. (2011). Entrepreneurship as an integrating mechanism for disadvantaged persons. Entrepreneurship and Regional Development, 23(5–6), 353–372.
   Web of Science ®Google Scholar
• De Clercq, D., & Voronov, M. (2009). Toward a practice perspective of entrepreneurship: Entrepreneurial legitimacy as habitus. International Small Business Journal: Researching Entrepreneurship, 27(4), 395–419.
   Web of Science ®Google Scholar
• Emirbayer, M., & Johnson, V. (2008). Bourdieu and organizational analysis. Theory and Society, 37(1), 1–44.
   Web of Science ®Google Scholar
• Etemad, H., Wright, R. W., & Dana, L. P. (2001). Symbiotic international business networks: Collaboration between small and large firms. Thunderbird International Business Review, 43(4), 481–499.
   Google Scholar
• Foucault, M. (1980). Power/knowledge: Selected interviews and other writings 1972–1977. Brighton: Harvester Press.
   Google Scholar
• Fuller-Love, N. (2009). Formal and informal networks in small businesses in the media industry. International Entrepreneurship and Management Journal, 5(3), 271–284.
   Google Scholar
• Garfinkel, H. (1967). Studies in ethnomethodology. Englewood Cliffs, NJ: Prentice-Hall.
   Google Scholar
• Gatune, J., & Najam, A. (2011). Africa 2060: What could be the driving the good news from Africa? Foresight, 13(3), 100–110.
   Google Scholar
• George, G. (2015). Expanding context to redefine theories: Africa in management research. Management and Organization Review, 11(1), 5–10.
   Web of Science ®Google Scholar
• George, G., Corbishley, C., Khayesi, J. N. O., Haas, M. R., & Tihanyi, L. (2016). Bringing Africa in: Promising directions for management research. Academy of Management Journal, 59(2), 377–393.
   Web of Science ®Google Scholar
• Gërxhani, K. (2004). The informal sector in developed and less developed countries: A literature survey. Public Choice, 120(3–4), 267–300.
   Web of Science ®Google Scholar
• Giddens, A. (1979). Central problems in social theory. London: Macmillan.
   Google Scholar
• Giddens, A. (1984). The constitution of society. Oxford: Polity Press.
   Google Scholar
• Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12(6), 433–448.
   Web of Science ®Google Scholar
• Gobo, G. (2011). Glocalizing methodology? The encounter between local methodologies. International journal of Social Research Methodology, 14(6), 417–437.
   Web of Science ®Google Scholar
• Godfrey, P. C. (2011). Toward a theory of the informal economy. Academy of Management Annals, 5(1), 231–277.
   Web of Science ®Google Scholar
• Goffman, E. (1969). Strategic interaction. Philadelphia, PA: University of Pennsylvania Press.
   Google Scholar
• Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (Eds.). (2010). Cambridge handbook of strategy as practice. Cambridge: Cambridge University Press.
   Google Scholar
• Gomez, M. L. (2010). A Bourdesian perspective on strategy-as-practice. In D. Golsorkhi, L. Rouleau, D. Seidl, & E. Vaara (Eds.), Cambridge Handbook of Strategy as Practice (pp. 141–155). Cambridge: Cambridge University Press.
   Google Scholar
• Granovetter, M. (1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91(3), 481–510.
   Web of Science ®Google Scholar
• Grenfell, M., & Hardy, C. (2003). Field manoeuvres: Bourdieu and the young British artists. Space and Culture, 6(1), 19–34.
   Google Scholar
• Grenfell, M. (2014). Bourdieu and data analysis. In F. Lebaron & M. Grenfell (Eds.), Bourdieu and data analysis: Methodological principles and practice (pp. 7–34). Bern, Switzerland: Peter Lang.
   Google Scholar
• Groenewald, T. (2004). A phenomenological research design illustrated. International Journal of Qualitative Methods, 3(1), 42–55.
   Google Scholar
• Gronum, S., Verreynne, M. L., & Kastelle, T. (2012). The role of networks in small and medium-sized enterprise innovation and firm performance. Journal of Small Business Management, 50(2), 257–282.
   Web of Science ®Google Scholar
• Habermas, J. (1984). The theory of communicative action: Volume 1: Reason and the rationalization of society. Boston, MA: Beacon Press.
   Google Scholar
• Hanna, V., & Walsh, K. (2008). Interfirm cooperation among small manufacturing firms. International Small Business Journal: Researching Entrepreneurship, 26(3), 299–321.
   Google Scholar
• Hardy, C. (2014). Re-representing the social world: Bourdieu and graphic illustrations of field. In F. Lebaron & M. Grenfell (Eds.), Bourdieu and data analysis: Methodological principles and practice (pp. 77–96). Bern, Switzerland: Peter Lang.
   Google Scholar
• Heidegger, M. (1962). Being and time. Oxford: Blackwell.
   Google Scholar
• Hope, O. (2010). The politics of middle management sensemaking and sensegiving. Journal of Change Management, 10(2), 195–215.
   Google Scholar
• Hurtado, P. S. (2010). Assessing the use of Bourdieu’s key concepts in the strategy-as-practice field. Competitiveness Review: An International Business Journal, 20(1), 52–61.
   Google Scholar
• Jarillo, J. C. (1988). On strategic networks. Strategic Management Journal, 9(3), 1–41.
   Google Scholar
• Jarzabkowski, P., & Fenton, E. (2006). Strategizing and organizing in pluralistic contexts. Long Range Planning, 39(6), 631–648.
   Web of Science ®Google Scholar
• Jarzabkowski, P., & Spee, A. P. (2009). Strategy-as-practice: A review and future directions for the field. International Journal of Management Reviews, 11(1), 69–95.
   Web of Science ®Google Scholar
• Jarzabkowski, P., & Whittington, R. (2008). Hard to disagree, mostly. Strategic Organization, 6(1), 101–106.
   Web of Science ®Google Scholar
• Kolk, A., & Rivera-Santos, M. (2018). The state of research on Africa in business and management: Insights from a systematic review of key international journals. Business & Society, 57(3), 415–436.
   PubMed Web of Science ®Google Scholar
• Kriauciunas, A., Parmigiani, A., & Rivera-Santos, M. (2011). Leaving our comfort zone: Integrating established practices with unique adaptations to conduct survey-based strategy research in nontraditional contexts. Strategic Management Journal, 32(9), 994–1010.
   Web of Science ®Google Scholar
• Larson, A. (1992). Network dyads in entrepreneurial settings: A study of the governance of exchange relationships. Administrative Science Quarterly, 37(1), 76–104.
   Web of Science ®Google Scholar
• Lee, D. Y., & Tsang, E. W. (2001). The effects of entrepreneurial personality, background and network activities on venture growth. Journal of Management Studies, 38(4), 583–602.
   Web of Science ®Google Scholar
• Lloyd-Smith, S., Dickson, K., & Woods, A. (1993). The industrial divide in services: Technological innovation, co-operation and competition in small employment, design, plant hire firms and garages. In F. Chittenden, M. Robertson, & D. Watson (Eds.), Small firms recession and recovery (pp. 113–37). London: Paul Chapman Publishing.
   Google Scholar
• Meouloud, T. A., Mudambi, R., & Hill, T. L. (2019). The metropolitan effect: Colonial influence on the internationalization of francophone African firms. Management and Organization Review, 15(1), 31–53.
   Web of Science ®Google Scholar
• Morris, M. H., Kocak, A., & Ozer, A. (2007). Co-opetition as a small business strategy: Implications for performance. Journal of Small Business Strategy, 18(1), 35–55.
   Google Scholar
• Navarro, Z. (2006). In search of a cultural interpretation of power: The contribution of Pierre Bourdieu. IDS Bulletin 37(6), 11–22.
   Google Scholar
• Nkomo, S. M., Zoogah, D., & Acquaah, M. (2015). Why Africa journal of management and why now? Africa Journal of Management, 1(1), 4–26.
   Google Scholar
• Okoli, C., & Pawlowski, S. D. (2004). The Delphi method as a research tool: an example, design considerations and applications. Information & management, 42(1), 15–29.
   Web of Science ®Google Scholar
• Orlikowski, W. J. (2010). Engaging practice in research: Phenomenon, perspective, and philosophy. In D. Golsorkhi, L. Rouleau, D. Seidl, & E. Vaara (Eds.), Cambridge handbook of strategy as practice (pp. 23–33). Cambridge: Cambridge University Press.
   Google Scholar
• Özbilgin, M., & Tatli, A. (2005). Book review essay: Understanding Bourdieu's contribution to organization and management studies. Academy of Management Review, 30(4), 855–869.
   Web of Science ®Google Scholar
• Plakoyiannaki, E., Wei, T., Hsu, C., Cassell, C., & Prashantham, S. (2017). Management and organization review special issue ‘doing qualitative research in emerging markets’. Management and Organization Review, 13(2), 455–458.
   Google Scholar
• Porter, M. E., & Kramer, M. R. (2006). The link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12), 78–92.
   PubMed Web of Science ®Google Scholar
• Ramos-Rodrıguez, A., & Ruız-Navarro, J. (2004). Changes in the intellectual structure of strategic management research: a bibliometric study of the strategic management journal, 1980–2000. Strategic Management Journal, 25(10), 981–1004.
   Web of Science ®Google Scholar
• Rasche, A., & Chia, R. (2009). Researching strategy practices: A genealogical social theory perspective. Organization Studies, 30(1), 713–734.
   Google Scholar
• Ray, J. L., & Smith, A. D. (2012). Using photographs to research organizations: Evidence, considerations, and application in a field study. Organizational Research Methods, 15(2), 288–315.
   Web of Science ®Google Scholar
• Reckwitz, A. (2002). Toward a theory of social practices: A development in cultural theorizing. European Journal of Social Theory, 5(2), 243–263.
   Google Scholar
• Samra-Fredericks, D. (2003). Strategizing as lived experience and strategists’ everyday efforts to shape strategic direction. Journal of Management Studies, 40(1), 141–174.
   Web of Science ®Google Scholar
• Seehawer, M. K. (2018). Decolonising research in a Sub-Saharan African context: exploring Ubuntu as a foundation for research methodology, ethics and agenda. International Journal of Social Research Methodology, 21(4), 453–466.
   Web of Science ®Google Scholar
• Seidl, D., & Whittington, R. (2014). Enlarging the strategy-as-practice research agenda: Towards taller and flatter ontologies. Organization Studies, 35(10), 1407–1421.
   Web of Science ®Google Scholar
• Shaw, E. (2006). Small firm networking an insight into contents and motivating factors. International Small Business Journal: Researching Entrepreneurship, 24(1), 5–29.
   Web of Science ®Google Scholar
• Siqueira, A. C., & Bruton, G. D. (2010). High-technology entrepreneurship in emerging economies: Firm informality and contextualization of resource-based theory. IEEE Transactions on Engineering Management, 57(1), 39–50.
   Web of Science ®Google Scholar
• Soh, P. H. (2003). The role of networking alliances in information acquisition and its implications for new product performance. Journal of Business Venturing, 18(6), 727–744.
   Web of Science ®Google Scholar
• Tsui, A. S. (2004). Contributing to global management knowledge: A case for high quality indigenous research. Asia Pacific Journal of Management, 21(4), 491–513.
   Google Scholar
• Uzzi, B. (1997). Social structure and competition in interfirm networks: The paradox of embeddedness. Administrative Science Quarterly, 42(1), 35–67.
   Web of Science ®Google Scholar
• Vaara, E., & Durand, R. (2012). How to connect strategy research with broader issues that matter? Strategic Organization, 10(3), 248–255.
   Web of Science ®Google Scholar
• Vaara, E., Kleymann, B., & Seristö, H. (2004). Strategies as discursive constructions: The case of airline alliances. Journal of Management Studies, 41(1), 1–35.
   Web of Science ®Google Scholar
• Vaara, E., & Whittington, R. (2012). Strategy-as-practice: Taking social practices seriously. Academy of Management Annals, 6(1), 285–336.
   Web of Science ®Google Scholar
• Van Aaken, D., Splitter, V., & Seidl, D. (2013). Why do corporate actors engage in pro-social behaviour? A Bourdieusian perspective on corporate social responsibility. Organization, 20(3), 349–371.
   Web of Science ®Google Scholar
• Van Maanen, J. (1979). The fact of fiction in organizational ethnography. Administrative Science Quarterly, 24(4), 539–550.
   Web of Science ®Google Scholar
• Vergne, J. P. (2011). Toward a new measure of organizational legitimacy: Method, validation, and illustration. Organizational Research Methods, 14(3), 484–502.
   Web of Science ®Google Scholar
• Vygotsky, L. (1978). Mind in society: The development of higher psychological processes. Cambridge, MA: Harvard University Press.
   Google Scholar
• Walter, M., & Suina, M. (2019). Indigenous data, indigenous methodologies and indigenous data sovereignty. International Journal of Social Research Methodology, 22(3), 233–243.
   Web of Science ®Google Scholar
• Watson, T. J. (2012). Making organisational ethnography. Journal of Organizational Ethnography, 1(1), 15–22.
   Google Scholar
• Watson, T. J., & Watson, D. H. (2012). Narratives in society, organizations and individual identities: An ethnographic study of pubs, identity work and the pursuit of ‘the real’. Human Relations, 65(6), 683–704.
   Web of Science ®Google Scholar
• Watson, J. (2013). Profitable portfolios: Capital that counts in higher education. British Journal of Sociology of Education, 34(3), 412–430.
   Web of Science ®Google Scholar
• Watson, J. (2014). Widening participation in higher education: Capital that counts. In F. Lebaron & M. Grenfell (Eds.), Bourdieu and data analysis: methodological principles and practice (pp. 97–116). Bern, Switzerland: Peter Lang.
   Google Scholar
• Whittington, R. (2006). Strategy practice and strategy process: Family differences and the sociological eye. Organization Studies, 28(10), 1575–1586.
   Web of Science ®Google Scholar
• Whittington, R., Molloy, E., Mayer, M., & Smith, A. (2006). Practices of strategizing/organizing, broadening strategy work and skills. Long Range Planning, 39(6), 615–629.
   Web of Science ®Google Scholar
• Wilson, D. C., & Jarzabkowski, P. (2004). Thinking and acting strategically: New challenges for interrogating strategy. European Management Review, 1(1), 14–20.
   Web of Science ®Google Scholar
• Zoogah, D., & Nkomo, S. (2013). Management research in Africa, past, present and future. In T. R. Lituchy, B. J. Punnett, & B. B. Puplampu (Eds.), Management in Africa, macro and micro perspectives (pp. 9–31). New York and London: Routledge.
   Google Scholar
• Zoogah, D. B., Peng, M. W., & Woldu, H. (2015). Institutions, resources, and organizational effectiveness in Africa. The Academy of Management Perspectives, 29(1), 7–31.
   Web of Science ®Google Scholar