 Empirical studies of strategizing face contradictory pressures. Ethnographic approaches are attractive, and typically expected since we need to collect data on strategists and their practices within context. We argue, however, that today's large, multinational, and highly diversified organizational settings require complimentary methods providing more breadth and flexibility. This paper discusses three particularly promising approaches (interactive discussion groups, self-reports, and practitioner-led research) that fit the increasingly disparate research paradigms now being used to understand strategizing and other management issues. Each of these approaches is based on the idea that strategizing research cannot advance significantly without reconceptualizing frequently taken-for-granted assumptions about the way to do research and the way we engage with organizational participants. The paper focuses in particular on the importance of working with organizational members as research partners rather than passive informants.

Research suggests that more diversity in board membership could improve overall performance. This paper considers the business case for increased numbers of female directors, and the lack of female representation on UK FTSE 100 company boards in 1999 and 2000. It also offers a comparison to US data. In 1999, almost two‐thirds of FTSE 100 companies had at least one female director, but numbers had dropped by July 2000 from 64 per cent to 58 per cent, paralleling the levelling‐off at top level reported in North America. More firms having female directors are to be found amongst those with the highest turnover, profit and number of employees in the FTSE 100, again paralleling the findings from the US.

Purpose -To explore identity dynamics in the lived experience of a strategic change over time. Design/methodology/approach -Qualitative data were collected through a longitudinal engagement with the focal organisation. Narrative analysis was used to trace the identity dynamics of senior figures in an organisation as it went through strategic change. This entailed a change of CEO and chairman, alterations to the composition of the board and the executive team and, in association with these changes in personnel, alterations to the strategy and direction of the company. Findings -The identity dynamics were at times comfortable and uncomfortable fits for the individuals involved, and over time expectations and realisations impacted on the processes of change in ways that were unexpected and unintentional for the actors. The outcome of the analysis shows the disruptive impact of identity dynamics on the practice of strategic change.Research limitations -The nature of the research undertaken does not seek to represent a holistic case study but, rather, is focused on a depth analysis of selected interactional data. Practical implications -A critique of traditional views of resistance to change is presented and an alternative approach to analysing reactions to change is proposed. Originality/value -The paper contributes a narrative approach to the discursive analysis of strategic change. It also elaborates the significance of "identity work" in such settings.

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