Strategy as Practice: Intentionality and Expansion of Concept and Knowledge Spaces

Objective: Investigate how strategies are constituted in a cooperative organization, where the strategy is not clearly planned, articulated and formally defined by a group of strategists or responsible department. Theoretical Framework: The study is based on strategy as a practice as well as on the formation of strategies on the organizational periphery based on the intention and orientation towards strategic objectives based on the expansion of spaces of concepts and knowledge with a focus on innovation, creativity and strategic direction. Method: The research was carried out in a cooperative of artisans that focuses on the production and commercialization of pieces at an artistic level, inspired by the country culture and the literature of Roseana, based on the longitudinal case study methodology with real-time analysis, in a qualitative approach. Results and Discussion: The results indicate that objectives and intentions precede action and form a strategic direction, leading to practices that allow new strategies to emerge, marking a contrast to the studies of Chia and Holt (2006, 2023), regarding the formation of strategies in the organizational periphery and point to the C-K theory with the potential to broaden and deepen the understanding of strategy and organizational activities, expanding the scope of SAP research and establishing connections with other fields of research that are still unexplored. Research Implications: The results of this research directly contribute to the cooperative's artisans and other professionals who will be able to develop new concepts and knowledge - C-K, to organize their intentions and objectives and strategically build new products, business models and creatively innovate in their organizations. Originality/Value: The study integrates recent research agendas on strategy as practice in business models and actors not usually researched. It contributes to the development of strategy-as-practices by responding to the “calls to arms” proposed by Jarzabkowski, Kavas and Krull (2021) for the evolution of SAP by proposing studies that go beyond the usual or formally defined strategists in organizations, based on new studies in organizations with different economic logics. It presents a new perspective on strategic intentions and objectives in these organizations and relates the theory of the area of ​​design, creativity and innovation as a fertile field for new emerging strategies.