Recent organizational studies have focused on the concept of practice. Researching practices in business means understanding more than just the surface of people’s actions, but rather, investigating the depths of their meanings and motives. In this study, we access and research the practices involved in the processes of marketing and strategy-making through a cooperative effort between a practitioner (first author) and an academic researcher (second author). The objective of this study is to execute empirical research based on the results of theoretical research related to practices and to find practical knowledge in the investigation of the relations between micro actions of people and their contexts by using the concepts of Communities of Practice (CoP), narrative and “Katari=Antenarrative.” . As results of this research, we found the following: (1) in the process of practices, people in business fields spontaneously took actions and form CoPs; (2) in reflection of practices, narratives were found in the process of practices; (3) people found solutions by using “Katari=Antenarrative” that require responses against conflicts that emerge in practices; (4) people express participation in CoPs by “Katari-dashi (speaking out by oneself)”; and (5), the strategic concept of a new product in new business development emerges with “Katari=Antenarrative.”

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Previous studies have shown that firms hiring new managers are more likely to generate strategic changes. Particularly, it has been argued that new CEOs from outside the firm can induce strategic changes. However, there has been research to examine whether the strategic change generated by outsider succession is effective or not. Thus, the purpose of this study is to examine (revisit) the effect of outsider succession on strategic change. This study challenges the long-standing common understanding of previous studies and argues that strategic change induced by outsider succession may not necessarily be effective. Drawing insight from change recipient research, this study argues that prior studies examining the effect of such succession on strategic change have failed to understand the importance of employees’ response. This study contributes toward improving the understanding of outsider CEO succession–post-succession strategic change relationship.

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