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The Work of ManagersTowards a Practice Theory of Management$
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Stefan Tengblad

Print publication date: 2012

Print ISBN-13: 9780199639724

Published to Oxford Scholarship Online: May 2012

DOI: 10.1093/acprof:oso/9780199639724.001.0001

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The duality of strategic managerial work in SMEs: A structuration perspective

The duality of strategic managerial work in SMEs: A structuration perspective

(p.264) 14 The duality of strategic managerial work in SMEs: A structuration perspective
The Work of Managers

Anders Nilsson

Mats Westerberg

Einar Häckner

Oxford University Press

This chapter examines strategic managerial work in SMEs using a theoretical framework based on structuration and entrepreneurship theory. Three managerial episodes illustrate how CEOs deal with strategic situations in SMEs. Several propositions about strategic managerial work in SMEs, which is multifaceted and complex, are offered. Such work is a social practice that is ingrained with symbolism, emotions, and power. The propositions of this study are that the level of strategic intensity is an influential contingency factor that affects the balance of those aspects of the practice, and that strategic intensity depends on whether strategic managerial work relies more on already established structures or on managers’ original actions. The conclusion is that structuration provides a promising framework for understanding the subtle complexities of strategic managerial work in SMEs.

Keywords:   strategic managerial work, SMEs, structuration, complexity, symbolism, emotions, power, strategic intensity, social practice

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