Abstract
I still recall how, two decades ago, when I first began studying the craft of strategy in depth (Golsorkhi, 2006), few people showed genuine interest in understanding how organizations and their members think about and practice strategy. Among those interested was a small scholarly community initiated by my colleagues who focused on Strategy-as-Practice (SAP). Since then, research in this area has expanded substantially (Golsorkhi et al., 2025). Nevertheless, the task remains immense, as many unexplored or underexplored areas in SAP still require attention, particularly the study of global organizations, such as multinational enterprises (MNEs), which remains in its infancy.