Logic multiplicity in strategy formation

Abstract

Logic multiplicity, as a source of strategic heterogeneity and innovation, has attracted growing interest in recent research. However, while the literature has traditionally considered logic pluralism in the context of institutions, other sources of logic multiplicity have been poorly developed in strategic theory. In this article, we explore, from the intersection of cognitive and strategic management theories, the interdependence and contributions of three sources of logic multiplicity—logic perspectives—salient in strategy formation: the institutional; systemic; and analytical perspectives. We use these logic perspectives to identify three types of strategic reasoning: the mono-perspective; the hybrid perspective; and the perspectives’ integrator. By enhancing the concept of logic multiplicity, we are addressing the calls for improved dialogue between logic multiplicity and strategic practice.