The Paradoxical Foundation of Strategic Management (Google eBook)
This book offers a systematic critique of the scientific discourse of strategic management. It uncovers scholars' unquestioned assumptions and shows that by upholding these assumptions reseachers obscure the paradoxical nature of strategic reasoning. To uncover the paradoxes of strategic management the author refers to the philosophy of Jacques Derrida. He exposes the paradoxes that inevitably occur when theorizing about corporate strategy along the dimensions strategy context, process, and content and shows how these paradoxes can enrich future thinking about strategic problems. The analysis is completed by a discussion of theoretical and practical implications which highlight the need to research strategy not as something an organization has, but as something an organization does. Such a 'practice perspective' gives reference to the paradoxical ground that strategic management rests on and enriches scholars' ability to reflect on practitioners' tasks while 'doing' strategy in organizations.
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12 This Study and the Philosophy of Science
13 Limitations of the Study Some Words of Caution
14 Structure of Analysis
Strategic Management as a Field of Study
212 The Definition of Strategy Differing Perspectives
22 Paradigm Lost? The Roots of Strategy Research
221 Potential Paradigmatic Classifications
423 La Différance The Deconstruction of the Sign
424 The Deconstruction of the Social About ConTexts
425 Deconstruction and Paradox
426 Deconstruction Critical Arguments
427 Résumé Derrida a Postmodernist?
43 Deconstruction within Organizational Analysis
44 Strategic Realities as Text
Strategic Realities The Role of Paradox
222 Disciplinary Roots of Paradigms in Strategy Research
223 Paradigms in Strategy Research A Historical Sketch
224 The Desired Paradigmatic Status of Strategy Research
23 Strategic Realities Context Process and Content
232 Strategy Context What Shapes Strategies?
233 Strategy Process How Are Strategies Formed?
234 Strategy Content What Are Strategies all About?
24 Strategy Context Process and Content A Résumé
The Dominant Logics of Strategy Research
31 Where to Look for Dominant Logics?
32 Exploring the Dominant Logics of Strategy Research
322 Strategy Process The Primacy of Thinking
323 Strategy Content The Fullness of RulesResources
324 The Dominant Logics of Strategy An Overview
325 The Embeddedness of Paradigms in Dominant Logics
33 How Dominant Logics Come into Existence
331 Producing Facts in Strategy Research
332 Sustaining Facts in Strategy Research
333 From Facts to Dominant Logics
34 Challenges from Outside the Mainstream
341 Levels of Critical Strategy Research
342 Demanding Reflexivity in Strategy Research
343 Critical Reflections on the Dominant Logics
344 Paradox and Dominant Logics
345 Strategy Because of and Despite Paradox
Deconstruction and the NeitherNor
412 Postmodernism in Organization Theory
42 Deconstruction in a Nutshell?
421 The Target Critique of a Metaphysics of Presence
422 Deconstruction as a Way of Thinking
51 Strategizing Because of Paradox
52 Strategizing Despite Paradox
53 Strategic Realities Despite and Because of Paradox
The Deconstruction of Strategic Realities
61 Strategy Context Beyond the Market Given
612 Strategy Context and the Paradox of Adaptation
613 The Deparadoxification of Strategy Context
614 Implications of the Deconstruction of Strategy Context Framing The Enactment of Strategy Context
62 Strategy Process Beyond the Notion of Feasibility
622 Strategy Process and the Paradox of Undecidability
623 The Deparadoxification of the Strategy Process
624 Implications of the Deconstruction of Strategy Process Improvisation About RealTime Strategy
63 Strategy Content Beyond Simple Generalizations
632 Strategy Content and the Paradox of Repetition
634 Implications of the Deconstruction of Strategy Content
64 A Résumé The NeitherNor of Strategic Realities
After Derrida StrategyasPractice
71 From Deconstruction to StrategyasPractice
72 Social Practices Whats in a Name?
73 StrategyasPractice Towards a Framework
74 Communities of Strategy Formation
75 Doing Strategy Research After Derrida
Final Reflections Retrospect and Prospect
71 Retrospect Rethinking Strategic Realities
72 Prospect Fostering Engaged Scholarship
73 But Beyond The End and the Beginning
Glossary of Terms
action activity analysis applied argues arguments bounded rationality chapter claim communities of strategy competences competitive advantage concept construction contingency deconstruction define deparadoxify Derrida despite paradox différance discourse discussion dominant logics economic emphasis emptiness environment existing fact fictions field firms formulation framework fullness of strategic future generalizable identify implementation implies impossible improvisation industry interpretations issues iteration knowledge lifeworld logocentric Matthew effect meaning metaphysics of presence metatheoretical assumptions Mintzberg nature necessity of adaptation notion opposition organizational original Ortmann paradigms paradoxical foundation perspective planning Porter possible postmodern postmodern philosophy practitioners primacy of thinking problems question reasoning recursive reference reflect relation resource-based view rules and resources scientific sense sensemaking signified social strat strategic decisions strategic management strategic realities strategic rules strategists strategy context strategy formation strategy practices strategy praxis strategy process strategy research strategy scholars Strategy-as-Practice structure supplement tegic tion underlying understanding Weick
Page 2 - normal science' means research firmly based upon one or more past scientific achievements, achievements that some particular scientific community acknowledges for a time as supplying the foundation for its further practice.
Page 1 - ideology " reflects the one discovery which emerged from political conflict, namely, that ruling groups can in their thinking become so intensively interest-bound to a situation that they are simply no longer able to see certain facts which would undermine their sense of domination. There is implicit in the word