Strategy as Practice: Research Directions and Resources
Research in strategy has shifted significantly towards strategy as something organizations have, rather than strategy as something that managers do. The activities of the people who actually manage and develop organizational strategy have become marginalized. Strategy as Practice argues the reverse: that research on strategy needs to take seriously what strategists do and the effects of what they do.Written by a distinguished team of researchers and educators, the book sets out a research agenda, provides guidelines on theoretical perspectives and alternative methodologies for research on practice as well as commentaries on published illustrative papers that exemplify the practice perspective. Strategy as Practice will be essential reading for doctoral students, researchers and academics who wish to understand or undertake research in this important field of management research.
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2 Practical theories
the sensemaking perspective and the notion of performative routines all
4 Technology as an occasion for
5 Making fast strategic decisions in
7 Sensemaking and sensegiving in
9 Strategizing as lived experience and
10 Organizational restructuring and middle
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action activities actor-network theory actors approach argue authors Balogun and Johnson Barley beneﬁt Bourdieu business planning change process chapter Chittipeddi 1991 concepts concern conﬂict context conversation analysis decision speed deﬁned deﬁnition detailed develop diﬀerent diversiﬁcation eﬀects eﬀort Eisenhardt empirical Engineering ethnomethodology example executives fast decisions ﬁgure ﬁnal ﬁnd ﬁndings ﬁrm ﬁrst focus formal analysis Gioia and Chittipeddi identiﬁed illustrative important inﬂuence initial institutional institutionalized integration interac Interdivisional interest interpretive interviews involved Langley macro micro middle managers Mintzberg observation oﬀer organizational outcomes paper participants particular people’s performance phase potential Practice perspective Practice research propositions provides qualitative questions radiologists reﬂects relationships relevant research design resource-based view role routines Samra-Fredericks schemata scripts senior management sensegiving sensemaking signiﬁcant Situated Learning social speciﬁc stakeholders strategic change strategic decision strategic management strategic planning strategists Strategy as Practice strategy ﬁeld structure theory tion top management team tradition understanding Whittington