Epistemology of strategy: some insights from empirical analyses

Abstract

PurposeKnowledge is often tapped in the process of strategy making. Yet this is rarely explored in the empirical research literature. However, to better understand strategy making in Chinese minds, a new epistemology of strategy is needed. This is the aim of this paper.Design/methodology/approachA unique approach is taken here, one that highlights the differences in Eastern and Western thinking but also draws upon recent empirical results to underlie the discussion.FindingsAs may be expected, evidence was found that the more business‐oriented a discipline, the more likely ideas from the discipline are being utilized in strategy making. Psychology, sociology and politics are far less relevant for strategy than the other disciplines. Even more intriguing insights are gained as to contextual influences on strategy‐making processes. In terms of economic sectors, the strategy‐making processes are richer in terms of the tapping of ideas than in services.Research limitations/implicationsClearly there is a need for an enriched study to develop a deeper epistemology of strategy. For a Chinese epistemology of strategy, this clearly has to include ancient works such as Art of War by Sun Tzu, the Tao Te Ching, historical novels (Romance of Three Kingdoms).Practical implicationsClearly the process of strategy making and taking is a complex field of research. Yet this paper contributes by showing that often culture has a role to play besides contexts. Also that strategy in corporations is heavily driven by business‐related disciplines.Originality/valueThis is the first paper of its kind to integrate a discussion of roots to the sources of knowledge and its structures for strategy and reinforcing these arguments with empirical findings of how disciplinary roots of knowledge are tapped in corporate strategy.