How do things become strategic? ‘Strategifying’ corporate social responsibility:

How do things become strategic'? Despite the development of strategy-as-practice studies and the recognized institutional importance of strategy as a social practice, little is known about how strategy boundaries change within organizations. This article focuses on this gap by conceptualizing strategifying' - or making something strategic - as a type of institutional work that builds on the institution of strategy to change the boundaries of what is regarded as strategy within organizations. We empirically investigate how corporate social responsibility has been turned into strategy at a UK electricity company, EnergyCorp. Our findings reveal the practices that constitute three types of strategifying work - cognitive coupling, relational coupling and material coupling - and show how, together and over time, these types of work changed the boundaries of strategy so that corporate social responsibility became included in EnergyCorp's official strategy, became explicitly attended to by strategists and corporate executives and became inscribed within strategy devices. By disambiguating the notions of strategifying and strategizing, our study introduces new perspectives for analysing the institutional implications of the practice of strategy.