Strategizing routine revisited: theoretical roots, determinants, and consequences

Aim/purpose – The aim of the paper is to review the routine aspect in strategizing process exposing strategizing routines. Consequently, the main aim is to enhance understanding of the commonness, meanings and dissemination of the concept and idea of the routine in strategizing process. Design/methodology/approach – Narrative, thematic literature review method is adopted, representing a qualitative methodology as appropriate because it is useful in pulling routine research and strategizing research together into general format. It helps in presenting two perspectives embraced in this paper by discussing theory and context to provoke thought and even a controversy. Findings – The conclusions drawn from the presented review explicate the importance of routine in strategy process as well as routine as practice and its associations with workers in strategy. Research implications/limitations – The research shed light on specific aspects of strategizing routines. The main value added of our paper is that it draws from the extant literature to provide with a comprehensively updated picture of how strategy-as-practice and routine theory can serve, as a useful research approach, to the studies about strategic choice. The presumable limitation is due to methodology adopted. Originality/value/contribution – The paper exploits two important management approaches in order to explicate organizational behavior, especially strategy process and strategizing, by investigating organizational routines. Thus, routine appears an adequate natural fundament since routines grasp systematic and endogenous character of the organization. Therefore, the concept of organizational routines is one to consider in the strategy research, to indicate the role that routines have in the process of strategizing in specific.