Developing a dynamic-strategy perspective, which considers strategizing as
practice rather than an outcome, we are able, applying case studies, to
capture processes that explain how common cognitive frames are
constructed, altered, tested through actions and re-constructed. Capturing
several iterations of these processes allow us to understand how new
strategy emerges from actors’ strategizing scattered across the organization
and how it eventually becomes part of the formal strategy of a multinational
corporation. These findings add to the understanding of strategizing as
bottom-up social processes that form new meaning, structures and actions.