Strategy Practice and Strategy Process: Family Differences and the Sociological Eye by Whittington, R

Learning More from Failure: Practice and Process by Whittington, R

Startegy-as-Practice: it's about Practices by Whittington, R

The Practice Turn in Organization Research: Towards a Disciplined Transdisciplinarity by Whittington, R

More SSOP: Commentary on the Special Issue by Whittington, R

Agency in national innovation systems: Institutional entrepreneurship and the professionalization of Taiwanese IT by Whittington, R

Big Strategy/Small Strategy by Whittington, R

Regional Bias in New Firm Formation in the UK by Whittington, R

The Work of Strategizing and Organizing: for a Practice Perspective by Whittington, R

The Practice Turn in Organization Research: Towards a Disciplined Transdisciplinarity by Whittington, R

Strategy after Modernism: Recovering Practice by Whittington, R

Greatness takes practice: On practice theory’s relevance to “Great Strategy” by Whittington, R

Two Speed Change: Restructuring and Reconfiguration in Turbulent Environments by Whittington, R

Learning to strategise: problems of practice by Whittington, R

Comments on ʻMultinational Strategic Planning: Matching Central Expectations to Local Realitiesʼ, Theodore T Herbert. Long Range Planning, Volume 32, Issue 1, 19 March 1999, Pages... by Whittington, R

Alfred D. Chandler, Founder of Strategy: a Lost Tradition and Renewed Inspiration by Whittington, R

Strategy as Practice by Whittington, R

Social Structures and Resistance to Strategic Change: British Manufacturers in the 1980s by Whittington, R

Completing the Practice Turn in Strategy Research by Whittington, R

Introduction: Comparative Perspectives on the Managerial Revolution by Whittington, R