What makes activities strategic: Toward a new framework for strategy‐as‐practice research

This article by Seidl, Ma, and Splitter examines the concept of strategy-as-practice by addressing the fundamental ambiguity regarding what makes an activity "strategic." The authors propose a new framework that categorises strategic activities into four distinct perspectives: those with significant consequences, those formally labelled as strategy, those performed by recognised strategists, and those constituting a recurrent pattern of action. Each viewpoint introduces unique research questions, ranging from how specific outcomes are produced to how professional identities are constructed. By differentiating these views, the researchers aim to integrate strategy-as-practice with broader management theories such as managerial cognition and dynamic capabilities. Ultimately, this framework provides a structured approach for scholars to expand the boundaries of strategic management and develop more cumulative knowledge. This multidimensional perspective ensures that the field captures the full complexity of how strategy is actually performed within organisations.