Our main focus is on the activities that constitute strategising and the link between these activities and larger organizational and societal phenomena. Hence, we focus not just on the strategising activities and practices of individual organisations, but also extend our research to interorganisational or industrial strategising. The aim is to understand not only how people in organisations strategise, but also to understand the consequences of these practices on longer-term outcomes within and beyond the organisation. We are particularly interested in ‘grand challenges’ such as energy security, climate change, economic independence, market regulation, and competition, to name a few. Hence, we specialise in complex and critical strategic contexts, such as the infrastructure industries of energy, telecoms, rail, and water, because these industries generate significant economic and societal impact beyond their focal arenas.
Our acknowledgement of complexity and interdependence drives our key focus on how organisations balance multiple competing, and often paradoxical, demands. We thus put particular emphasis on how organisations can overcome the challenges of working in complex environments.