The Paradoxical Foundation of Strategic Management (Google eBook)

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Springer Science & Business Media, Oct 25, 2007 - Business & Economics - 359 pages
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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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Contents

Introduction to the Study
1
12 This Study and the Philosophy of Science
16
13 Limitations of the Study Some Words of Caution
21
14 Structure of Analysis
23
Strategic Management as a Field of Study
27
212 The Definition of Strategy Differing Perspectives
31
22 Paradigm Lost? The Roots of Strategy Research
33
221 Potential Paradigmatic Classifications
34
423 La Différance The Deconstruction of the Sign
150
424 The Deconstruction of the Social About ConTexts
157
425 Deconstruction and Paradox
161
426 Deconstruction Critical Arguments
166
427 Résumé Derrida a Postmodernist?
168
43 Deconstruction within Organizational Analysis
170
44 Strategic Realities as Text
175
Strategic Realities The Role of Paradox
178

222 Disciplinary Roots of Paradigms in Strategy Research
36
223 Paradigms in Strategy Research A Historical Sketch
39
224 The Desired Paradigmatic Status of Strategy Research
46
23 Strategic Realities Context Process and Content
53
232 Strategy Context What Shapes Strategies?
54
233 Strategy Process How Are Strategies Formed?
56
234 Strategy Content What Are Strategies all About?
59
24 Strategy Context Process and Content A Résumé
65
The Dominant Logics of Strategy Research
69
31 Where to Look for Dominant Logics?
70
32 Exploring the Dominant Logics of Strategy Research
74
322 Strategy Process The Primacy of Thinking
81
323 Strategy Content The Fullness of RulesResources
89
324 The Dominant Logics of Strategy An Overview
96
325 The Embeddedness of Paradigms in Dominant Logics
97
33 How Dominant Logics Come into Existence
99
331 Producing Facts in Strategy Research
100
332 Sustaining Facts in Strategy Research
104
333 From Facts to Dominant Logics
111
34 Challenges from Outside the Mainstream
114
341 Levels of Critical Strategy Research
115
342 Demanding Reflexivity in Strategy Research
116
343 Critical Reflections on the Dominant Logics
118
344 Paradox and Dominant Logics
123
345 Strategy Because of and Despite Paradox
125
Deconstruction and the NeitherNor
127
412 Postmodernism in Organization Theory
135
42 Deconstruction in a Nutshell?
139
421 The Target Critique of a Metaphysics of Presence
140
422 Deconstruction as a Way of Thinking
142
51 Strategizing Because of Paradox
180
52 Strategizing Despite Paradox
182
53 Strategic Realities Despite and Because of Paradox
189
The Deconstruction of Strategic Realities
193
61 Strategy Context Beyond the Market Given
196
612 Strategy Context and the Paradox of Adaptation
200
613 The Deparadoxification of Strategy Context
205
614 Implications of the Deconstruction of Strategy Context Framing The Enactment of Strategy Context
208
62 Strategy Process Beyond the Notion of Feasibility
216
622 Strategy Process and the Paradox of Undecidability
220
623 The Deparadoxification of the Strategy Process
224
624 Implications of the Deconstruction of Strategy Process Improvisation About RealTime Strategy
227
63 Strategy Content Beyond Simple Generalizations
237
632 Strategy Content and the Paradox of Repetition
240
634 Implications of the Deconstruction of Strategy Content
249
64 A Résumé The NeitherNor of Strategic Realities
265
After Derrida StrategyasPractice
270
71 From Deconstruction to StrategyasPractice
272
72 Social Practices Whats in a Name?
274
73 StrategyasPractice Towards a Framework
276
74 Communities of Strategy Formation
282
75 Doing Strategy Research After Derrida
286
Final Reflections Retrospect and Prospect
289
71 Retrospect Rethinking Strategic Realities
290
72 Prospect Fostering Engaged Scholarship
295
73 But Beyond The End and the Beginning
304
Glossary of Terms
306
Bibliography
311
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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

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