By Damon Golsorkhi, Linda Rouleau, David Seidl, Eero Vaara
The Cambridge instruction manual of approach as perform presents the 1st finished evaluate of an rising and starting to be move of analysis in strategic administration. a world crew of students has been assembled to supply a scientific creation to many of the epistemological, methodological and theoretical points of the strategy-as-practice procedure. this angle explores and explains the contribution that strategizing makes to day-by-day operations in any respect degrees of a firm. relocating clear of a disembodied and asocial research of multinational resources, applied sciences and practices, the strategy-as-practice technique breaks down a number of the conventional paradigmatic limitations in technique to examine who the strategists are, what strategists do, how they do it, and what the results or results in their activities are. together with a couple of specified empirical stories, the instruction manual could be a necessary advisor for destiny examine during this bright box.
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Additional info for Cambridge Handbook of Strategy as Practice
And Elmes, M. (1997), ‘Strategy Retold: Toward a Narrative View of Strategic Discourse’, Academy of Management Review, 22/2: 429–452. Beech, N. and Johnson, P. (2005), ‘Discourses of Disrupted Identities in the Practice of Strategic Change’, Journal of Organizational Change Management, 18/1: 31–47. Bourdieu, P. (1990), The Logic of Practice. Cambridge: Polity Press. (1994), Raisons Pratiques. Sur la théorie de l’action. Paris: Editions du Seuil. Bourque, N. and Johnson, G. (2008), ‘Strategy Workshops and “Away-Days” as Ritual’, in Hodgkinson, G.
A key contribution of a practice perspective is the claim that practices shape reality, and thus that analytical purchase is gained by treating practices as a focal lens through which to inquire into social reality. A practice perspective, because it entails a theoretically grounded understanding of the recursive interaction among people, activities, artefacts Practice in research and contexts, is particularly well positioned to address organizational phenomena that are posited to be relational, dynamic and emergent.
For example, in a large multinational consulting company, I found that the consultants were strongly inhibited from using the technology for knowledge sharing (its intended use) by their firm’s hierarchical career path, individual criteria for evaluation and promotion, a client-focused billing system and their lack of understanding of the technology. As a result, their work practices used none or very few of the collaborative features of Lotus Notes, and was aimed at personal rather than collaborative benefit.
Cambridge Handbook of Strategy as Practice by Damon Golsorkhi, Linda Rouleau, David Seidl, Eero Vaara