The increasing institutionalization of corporate purpose by appointing Chief Purpose Officers (CPOs) signifies a pivotal transition in corporate priorities, emphasizing the imperative of purpose-driven management. The literature highlights the crucial relationship between strategy and purpose, where strategy embeds purpose within organizational frameworks and purpose guides strategic decision-making. However, knowledge about practices that couple purpose and strategy is scarce. Primary research has not addressed elite strategists responsible for embedding purpose to examine their work through which purpose becomes strategic. Based on 44 in-depth interviews with CPOs from various industries, company sizes, and countries, our study is the first empirical investigation into the strategic practice of CPOs. Grounded in the Strategy-as-Practice tradition, we focus on the phase of strategy emergence and identify strategifying work, wherein new notions, such as purpose, are coupled with strategy. Our results showcase a diverse range of strategic practices presented by CPOs around four interrelated dimensions – cognitive, emotional, relational, and material – altering the strategic boundaries of the organization. The contributions of our study are threefold. First, we introduce the double-loop interaction between a notion, in our case, purpose and strategy, emphasizing a dynamic perspective on strategifying. Second, we expand the strategifying framework by Emotional Coupling, highlighting emotions’ role in coupling purpose and strategy. Third, we contribute to the emerging purpose literature by demonstrating how the four dimensions of strategifying work are interrelated and overlapping, collectively shaping and reinforcing a culture of purposefulness within the organization.

中文翻译：

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动态战略：首席目标官如何使目标具有战略意义和战略目的性？


通过任命首席目标官 （CPO） 使企业目标日益制度化，这标志着企业优先事项的关键转变，强调了以目标为导向的管理的必要性。文献强调了战略与目标之间的关键关系，其中战略将目标嵌入组织框架中，目标指导战略决策。然而，关于将目标和策略相结合的实践的知识很少。初步研究没有涉及负责嵌入目标的精英战略家来检查他们的工作，通过这些工作，目标成为战略目标。基于对来自不同行业、公司规模和国家的 CPO 的 44 次深入访谈，我们的研究是对 CPO 战略实践的首次实证调查。以 Strategy-as-Practice 传统为基础，我们专注于战略出现的阶段并确定战略工作，其中新概念（如目标）与战略相结合。我们的结果展示了 CPO 围绕四个相互关联的维度（认知、情感、关系和物质）提出的各种战略实践，从而改变了组织的战略边界。我们研究的贡献有三个方面。首先，我们介绍了一个概念（在我们的例子中）目的和策略之间的双循环交互，强调了战略制定的动态视角。其次，我们通过情感耦合扩展了战略框架，突出了情绪在耦合目标和策略中的作用。第三，我们通过展示战略工作四个维度如何相互关联和重叠，共同塑造和加强组织内的目标文化，为新兴的目标文献做出贡献。