Strategy as Practice: An Activity Based Approach

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SAGE, Oct 3, 2005 - Business & Economics - 203 pages
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Strategy as Practice heralds a defining moment in how strategic management is understood. Paula Jarzabkowski's book leads the way in setting out the meaning and implications of this new field. This book is the first of its kind to help readers bridge the gap between what managers actually do and organizational strategies. It provides an activity-based framework for studying strategy as practice, with empirical evidence to illustrate the dynamics of this framework in real terms. The book supports readers with:

- Definition of key terms
- The context in which strategy as practice has developed
- Clear concepts, frameworks and models for analyzing strategic activity

"This is a pioneering work. As the first book in the new strategy-as-practice field, it offers its readers both innovative models and exemplary field research. It should be a rich source of inspiration for future researchers in the field."
-- Richard Whittington, Said Business School, University of Oxford, U.K.

This book is indispensable reading for graduate students conducting research or doing courses on Strategy and Practice, Strategy Implementation or Strategy in Action as well as Advanced Issues in Strategy. This book will be a resource for both students andprofessionalsalike.

 

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Contents

V
1
VI
2
VII
7
VIII
10
IX
13
XI
17
XII
19
XIII
21
XXXI
81
XXXII
82
XXXIII
92
XXXIV
99
XXXV
101
XXXVI
102
XXXVII
108
XXXVIII
130

XIV
24
XV
27
XVI
29
XVII
34
XVIII
37
XIX
39
XX
40
XXI
43
XXII
50
XXIII
59
XXIV
64
XXV
67
XXVI
69
XXVII
70
XXVIII
72
XXIX
74
XXX
80
XXXIX
133
XL
134
XLI
139
XLII
147
XLIII
151
XLIV
153
XLV
154
XLVI
160
XLVII
169
XLVIII
171
XLIX
174
LI
176
LII
180
LIII
183
LIV
189
LV
201
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Page 189 - Alvesson, M. and Sveningsson, S. (2003) 'Good visions, bad micro-management and ugly ambiguity: Contradictions of (non)leadership in a knowledge intensive organization', Organization Studies 24(6):961-988. Barker, R. (1997) 'How can we train leaders if we don't know what leadership is?
Page 189 - Astley, WG and Zammuto, RF (1992) "Organization science, managers, and language games," Organization Science 3: 443^60.
Page 190 - Chaiklin, S., Hedegaard, M. and Jensen, UJ (eds) (1999) Activity Theory and Social Practice. Aarhus: Aarhus University Press.
Page 195 - Hattie, J. (2002). The relation between research productivity and teaching effectiveness - Complementary, antagonistic, or independent constructs? Journal of Higher Education, 73(5), 603-641. Ramsden, P. (l 998). Influences on academie work: Leaming to lead in higher education. London: Routledge. .,-:-•• -;.;-i;;-.s;?,5Fjfci;:; .'S...
Page 193 - The processes of organization and management", Sloan Management Review, Vol.
Page 189 - York: de Gruyter. Alvesson, M. (2000) Social identity and the problem of loyalty in knowledge-intensive companies. Journal of Management Studies, 37, 8, 1 101-1 123. Alvesson, M. (2001) Knowledge work. Ambiguity, image and identity.

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