Ongoing strategizing in practice: Examining CEO activities and a social enterprise’s pathways to growth and greater effectiveness
通过对一家支持少数族裔企业的非营利组织进行多年混合方法案例研究，分析了2015至2023年间86次CEO月度访谈，发现战略制定是诊断、预测、定向、动员和结构化等活动的持续过程，其中诊断活动最为突出。
There is a dearth of high-quality process studies on ongoing strategizing efforts by organizations. Our research addresses this gap by exploring strategizing as a set of interrelated activities manifested over time: diagnosis, prognosis, orienting, mobilizing, and structuring. Using a multi-year, mixed-method case study of a non-profit organization supporting minority-owned businesses, we analyse 86 monthly interviews with CEOs between 2015 and 2023. Diagnosis emerged as the predominant activity, but all activities were consistently present, indicating that strategizing is an ongoing process for senior leaders. Our findings highlight evolving activity profiles with changing contexts and implications for future theorizing, research, and practice.