Strategy-as-practice meets neo-institutional theory

Strategy-as-practice and neo-institutionalism offer alternative approaches to studying organizations. In this essay, we examine the foundational assumptions and methods of these perspectives, unveiling different ways in which they could complement each other. In particular, we elaborate three areas of overlap: a focus on what actors actually do, their shared cognitions, and the role of language in creating shared meanings. We show how the two perspectives can inform each other and offer significant learning to organization studies more broadly.