This updated and extended third edition provides a state-of-the-art overview of the Strategy as Practice approach to research, identifying the different actors involved in strategy making, and the myriad micro-practices shaping this activity. An essential Handbook for the fields of Strategic Management and Organizational Theory and Behaviour.
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.
Recenzijas
The third edition of the Handbook adds a dozen new chapters and updates many existing ones, while keeping the foundational contributions that link strategy as practice with major social and organization theories. It continues to be a wonderful reference work. This third edition also signals the dynamism and vibrancy of strategy as practice, from which truly novel and unexpected research findings will continue to emerge. Robert A. Burgelman, Stanford University A tempting smorgasbord of fresh thinking! This third edition of the Cambridge Handbook of Strategy as Practice keeps pace with the rapidly evolving research in this cutting-edge perspective on strategy. Here the emphasis is on what real strategists actually do as they practice their craft. It is a must-read for serious students of strategy who want a realistic view that goes beyond the lens of micro-economics. Readers are in for a treat with this theoretically rich and practically compelling volume. Kathleen Eisenhardt, Stanford University Now in its third edition, this terrific volume has been refreshed with updated chapters and lots of new ones. It offers fresh perspectives on studying organizations and their strategies from a sociological viewpoint. Its essential reading for anyone curious about solving tough organizational problems. Roy Suddaby, University of Victoria The third edition of the Cambridge Handbook of Strategy as Practice is an intellectual delight. It reflects both the deep roots of the SAP approach within philosophical and theoretical traditions and its fantastic ongoing regeneration, integrating cutting-edge developments in theory, methodology, and topic areas. It also balances theoretical depth and practical relevance. Reading it makes an insightful scholarly adventure that illuminates strategy, practice, and organizing more broadly. Tammar Zilber, The Hebrew University, Jerusalem
Papildus informācija
Third edition of this state-of-the-art overview of the Strategy as Practice approach in strategy research, with new authors and chapters.
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.
Damon Golsorkhi is Associate Professor of Strategic Management at emlyon Business School, France. Linda Rouleau is Professor of Strategy and Organization Theory at HEC Montréal. David Seidl is Professor of Organization and Management at the University of Zurich, Switzerland. Eero Vaara is Professor in Organisations and Impact at Saļd Business School at University of Oxford.
