Strategizing and organizing in the innovation process: An innovizing perspective applied to a multimedia firm

Abstract

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.

Citation

Gandia, R. and Tourancheau, F. (2015), "Strategizing and organizing in the innovation process: An innovizing perspective applied to a multimedia firm", European Business Review, Vol. 27 No. 3, pp. 281-296. https://doi.org/10.1108/EBR-12-2013-0145