Cambridge Handbook of Strategy as Practice

Herausgeber: Golsorkhi, Damon; Seidl, David; Rouleau, Linda

• Gebundenes Buch

Produktbeschreibung

Now in its third edition, this Handbook is essential for students and researchers in Strategic Management and Organizational Theory and Behaviour. The Strategy as Practice approach moves away from the disembodied and asocial study of firm assets, technologies and practices, towards the study of strategizing as an activity. Strategy is understood as something people do rather than something a firm has. This perspective explores how strategizing contributes to an organizations' daily operations at all levels. Through detailed empirical studies of the everyday activities and practice of people engaged in strategizing, the Handbook investigates who strategists are, what strategists do, how they do it, and what the consequences of their actions are. Featuring new authors and additional or fundamentally updated and revised chapters, this edition provides a state-of-the-art overview of recent reflections and works in this rapidly growing stream of strategic management, whilst also presenting a research agenda for the next decade.

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Produktdetails

• Verlag: Cambridge University Press
• Seitenzahl: 830
• Erscheinungstermin: 17. Dezember 2024
• Englisch
• Abmessung: 250mm x 175mm x 49mm
• Gewicht: 1583g
• ISBN-13: 9781009216074
• ISBN-10: 1009216074
• Artikelnr.: 69923200

Inhaltsangabe

Introduction: What is Strategy as Practice?; Part I. Ontological and
Epistemological Questions: 1. Epistemological alternatives for researching
Strategy as Practice: building and dwelling worldviews; 2. How is strategy
made? A Heideggerian onto-epistemological framework for studying Strategy
as Practice; 3. Constructivist paradigms and their relevance for Strategy
as Practice research; 4. The ongoing challenge of developing cumulative
knowledge about Strategy as Practice; 5. Practical relevance of
practice-theoretical research on strategy; Part II. Theoretical Resources:
Social Theory: 6. Structuration theory: Giddens and beyond; 7. An activity
theory approach to Strategy as Practice; 8. A Bourdieusian perspective on
strategizing; 9. A Wittgensteinian perspective on strategizing; 10. A
Foucauldian perspective on strategic practice: strategy as the art of
(un)folding; 11. A narrativity approach to Strategy as Practice:
Strategy-making from texts and narratives; 12. Actor-network theory and
Strategy as Practice; 13. A dramaturgical framework for Strategy as
Practice; 14. Schatzki's practice theory and Strategy as Practice; 15. An
economies-of-worth perspective on Strategy as Practice: Dealing with
strategic pluralism through legitimation, localization, and
materialization; 16. Strategy as a performative practice: a
self-referential, knowledge-based perspective; Part III. Theoretical
Resources: Organization and Management Theories: 17. An institutional
perspective on Strategy as Practice; 18. Identity work as a strategic
practice; 19. Sensemaking in Strategy as Practice: from a phenomenon
towards a theory?; 20. Routine dynamics and connections to Strategy as
Practice; 21. The communicative constitution of strategy-making: exploring
fleeting moments of strategy; 22. A social-symbolic work perspective on
Strategy as Practice: the objects of strategy work; 23. Relating Strategy
as Practice to the resource-based view, capabilities perspectives and
micro-foundations approaches; 24. Analytical frames for studying power in
Strategy as Practice and beyond; 25. Strategy as Practice and the critical
eye; Part IV. Methodological Resources: 26. Using ethnography in Strategy
as Practice research; 27. Action research as an impactful approach to study
Strategy as Practice; 28. Studying strategizing through biographical
interviews or narratives of practices; 29. Using photographic methods in
Strategy as Practice research; 30. A critical discursive approach to
Strategy as Practice research; 31. Studying Strategy as Practice through
historical methods; 32. Quantitative methods in Strategy as Practice
research; Part V. Substantive Topic Areas: 33. Strategic planning as
practice; 34. Meetings and workshops as strategy practices; 35. The role of
materiality in the practice of strategy revisited; 36. Participation in
strategy work; 37. Open strategy as a new form of strategizing; 38. The
role of emotions in strategizing; 39. Temporality in Strategy as Practice;
40. Multimodality in Strategy as Practice research; 41. The role of play in
strategizing; 42. Feminist perspectives on doing Strategy as Practice
research; 43. At the interface of extreme contexts and Strategy as
Practice.