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Cambridge Handbook of Strategy as Practice

Paperback Engels 2016 9781107421493
Verkooppositie 2865
Op voorraad | Vandaag voor 21:00 uur besteld, morgen in huis

Samenvatting

Now in its second edition, this extended and thoroughly updated handbook introduces researchers and students to the growing range of theoretical and methodological perspectives being developed in the vibrant field of strategy as practice. With new authors and additional chapters, it shows how the strategy as practice approach in strategic management moves away from disembodied and asocial studies of firm assets, technologies and practices to explore and explain the contribution that strategizing makes to people working at all levels of an organization. It breaks down many of the traditional paradigmatic barriers in strategy to investigate who the strategists are, what they do, how they do it, and what the consequences or outcomes of their actions are. This essential work summarizes recent developments in the field while presenting a clear agenda for future research.

Specificaties

ISBN13:9781107421493
Taal:Engels
Bindwijze:paperback
Aantal pagina's:692
Druk:2
Verschijningsdatum:30-6-2016

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Over David Seidl

David Seidl, CISSP, GPEN, GCIH, CySA+ is the Senior Director for Campus Technology Services at the University of Notre Dame. During his IT career, he has served in a variety of technical and information security roles including leading Notre Dame's information security team as Notre Dame's Director of Information Security. David has taught college courses on information security, and writes books on information security and cyberwarfare.

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Inhoudsopgave

Preface to the second edition; Introduction: what is strategy as practice?; Part I. Ontological and Epistemological Questions: 1. Practice in research: phenomenon, perspective and philosophy; 2. Epistemological alternatives for researching strategy as practice: building and dwelling worldviews; 3. Making strategy: meta-theoretical insights from Heideggerian phenomenology; 4. Constructivist paradigms: implications for strategy as practice research; 5. Constructing contribution in strategy-as-practice research; 6. The ongoing challenge of developing cumulative knowledge about strategy as practice; 7. Practical relevance of practice-based research on strategy; Part II. Theoretical Resources: Social Theory: 8. Giddens, structuration theory and strategy as practice; 9. An activity theory approach to strategy as practice; 10. A Bourdieusian perspective on strategizing; 11. An economies-of-worth perspective on strategy as practice: justification, valuation and critique in the practice of strategy; 12. A Wittgensteinian perspective on strategizing; 13. A Foucauldian perspective on strategic practice: strategy as the art of (un)folding; 14. A narrative approach to strategy as practice: strategy-making from texts and narratives; 15. Actor-network theory and strategy as practice; Part III. Theoretical Resources: Organization and Management Theories: 16. An institutional perspective on strategy as practice; 17. Relating strategy as practice to the resource-based view, capabilities perspectives and the micro-foundations approach; 18. Theory of routine dynamics and connections to strategy as practice; 19. Identity work as a strategic practice; 20. Sensemaking in strategy as practice: a phenomenon or a perspective?; 21. The communicative constitution of strategy-making: exploring fleeting moments of strategy; 22. Analytical frames for studying power in strategy as practice and beyond; 23. A critical perspective on strategy as practice; Part IV. Methodological Resources: 24. Using ethnography in strategy-as-practice research; 25. Researching strategists and their identity in practice: building 'close-with' relationships; 26. Studying strategizing through biographical methods: narratives of practices and life trajectories of practitioners; 27. Researching everyday practice: the ethnomethodological contribution; 28. Critical discourse analysis as methodology in strategy-as-practice research; 29. Studying strategy as practice through historical methods; 30. Quantitative methods in strategy-as-practice research; Part V. Substantive Topic Areas: 31. Strategic planning as practice; 32. Meetings and workshops as strategy practices; 33. The role of materiality in the practice of strategy; 34. Strategy-as-practice research on middle managers strategy work; 35. Participation in strategy work; 36. The role of emotions in strategizing; Index.

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        Cambridge Handbook of Strategy as Practice