Frontline Strategy Work - Ratio

Frontline Strategy Work - Ratio

Similar content

Strategising Underground

Demir, R., Grossmann-Hensel, B., Jarzabkowski, P., Kratochvil, R., Seidl, D., ...

Publication year

2025

Published in

Edward Elgar Publishing

Abstract

Frontline Strategy Work has recently evolved into an important phenomenon in Strategy-as-Practice (SAP) research, particularly concerning frontline employees (FLEs). FLEs are non-managerial staff with distinct roles, identities, and organisational tasks. They are typically divided into two categories: frontline workers, who handle operational, supplier, and customer-facing roles, and frontline leaders, who oversee teams and report to middle management. Despite lacking managerial privileges, FLEs play a critical role in bridging the organisation and its customers, influencing customer satisfaction and organisational outcomes. Frontline Strategy Work is crucial to understanding how strategy emerges in organisations. SAP scholars have expanded the traditional view of strategising beyond upper management. The focus on Frontline Strategy Work has brought FLEs into strategic analysis, enabling scholars to apply various theoretical lenses.

Resourcing

Publication year

2025

Published in

Encyclopedia of Strategy as Practice.

Abstract

Resourcing is a dynamic, context-dependent process where individuals actively transform potential assets or objects (e.g., PowerPoint, technology) into valuable resources through purposeful actions and interactions. Rather than viewing resources as static entities with fixed properties, resourcing emphasises their mutability and use in practice. In her seminal work, Feldman defined resourcing as “the creation in practice of assets such as people, time, money, knowledge, or skill; and qualities of relationships such as trust, authority, or complementarity such that they enable actors to enact schemas”. This suggests that resourcing is the process through which actors mobilise and transform potential assets into actionable resources within specific organisational contexts. Unlike static views of resources, this perspective views resources as relational and emergent.

Article (with peer review)

The Impact of Networking With Knowledge-Intensive Professional Service Firms on Speed to Market and Product Innovativeness

Soetanto, D., & Demir, R.

Publication year

2024

Published in

IEEE Transactions on Engineering Management

Abstract

During the new product development (NPD) process, exploitation and exploration are important, especially for small manufacturing firms (SMFs). However, limited resources and a lack of internal knowledge capacity have forced SMFs to work with knowledge-intensive professional service firms (KIPSFs). This article investigates the impact of SMFs’ networks with KIPSFs on the performance of NPD. Using data from 164 SMFs in the northwest of England, this article reveals a linear relationship between firm’s product innovativeness and its network with KIPSFs for exploitation, and a curvilinear relationship between firm’s speed to market and its network with KIPSFs for exploration. A curvilinear relationship was also found between networks with KIPSFs for ambidexterity and firm’s product innovativeness and speed to market. These results lead to several practical implications for networking strategy as each network supports different innovation activities and produces different outcomes.