Process thinking in strategic organization

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Abstract
We need more process thinking in research on strategic organization. Others have said this before in different ways (Meyer et al., 2005; Pettigrew, 1992; Van de Ven, 1992), but when one looks at the majority of empirical work published in the major journals in strategy, it seems that the message bears repeating. Even Strategic Organization, a journal that represents an ideal outlet for this type of research and which, according to the editors, actively welcomes it, has been able to publish only a limited number of empirical articles that embody what I would call process thinking over the first four years of its existence-in my estimate, no more than one or two articles per year. This essay summarizes the case for more process thinking in strategic organization, suggests some ideas for making process thinking more central, and draws attention to some illustrative studies that have shown the way. I begin, however, with a definition.

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