Richard Ivey Building 2340
- Strategic change and renewal
- Occupational identity work
- Qualitative research
- Process research
- To search for publications by a specific faculty member, select the database and then select the name from the Author drop down menu.
Krista Pettit is an Assistant Professor in General Management, Strategy, at the Ivey Business School. She adopts a strategy-as-practice (SAP) perspective and examines strategy as something organizational actors ‘do’, as opposed to the traditional focus on strategy as something an organization has. She brings ‘humans’ into strategy research by employing qualitative and interpretive methods to highlight the ‘humanness’ of the social actors doing strategy. Her research highlights how the actions and inactions of social actors contribute to strategic change and shape an organization’s future. Prior to returning to academia, she held senior level positions in the financial services, software and real estate industries in Canada and Japan.
- Strategic Analysis and Action
- Power and Politics in Organization
- PhD, Ivey Business School, University of Western Ontario
- MBA, Ivey Business School, University of Western Ontario
- BA, University of Alberta
Recent Refereed Articles
- Pettit, K.; Balogun, J.; Bennett, M., 2023, "Transforming visions into actions: Strategic change as a future-making process", Organization Studies
Pettit, K.; Crossan, M. M., 2020, "Strategic renewal: Beyond the functional resource role of occupational members", Strategic Management Journal, June 41(6): 1112 - 1138. Abstract: Research summary In this qualitative study of strategic renewal at a North American news organization we reveal that the treatment of occupational members as resources in strategy literature is necessary, but insufficient. Their activities are critical for organizational survival and competition but also the work needed to maintain their occupational identity. Furthermore, the prevailing research evidence that occupational members impede strategic renewal is incomplete. Our study challenges the narrow view of occupational members as resources that constrain strategic renewal by illustrating how occupational identity ‘work’ is instrumental in facilitating and disrupting strategic renewal. Our findings emphasize the importance of adopting broader definitions of work than the functional definition used in strategic renewal research. We also highlight how the activities of non‐managerial actors contribute to strategic renewal. Managerial summary During times of change, research highlights how occupational members such as doctors, nurses, engineers and academics, disrupt and resist change. Our study demonstrates that the same cause of disruption — sustaining their distinctive occupational identity — is critical in facilitating strategic renewal. For managers, we illustrate how and why this occurs and provide practical guidance to leverage this understanding while managing change in occupationally‐dominated organizations.
Link(s) to publication:
- 2016-2019 – Post Doctoral Research Associate in Strategy-as-Practice, University of Liverpool Management School, Liverpool, U.K.
- 2004-2011 – Client Services Director (final position), PriceMetrix Inc., Toronto, Canada
- 2000- 2001 – Operations Manager – Commerce One Japan, Tokyo, Japan
- 1999-2000 – Sales and Facilities Manager – Servcorp Japan, Tokyo, Japan
- 1998-1999 – Translator – Fuji Bank, Tokyo, Japan