Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- List of contributors
- Introduction: What is Strategy as Practice?
- PART I ONTOLOGICAL AND EPISTEMOLOGICAL QUESTIONS
- PART II THEORETICAL DIRECTIONS
- PART III METHODOLOGICAL TRACKS
- 13 Broader methods to support new insights into strategizing
- 14 Critical discourse analysis as methodology in Strategy as Practice research
- 15 Researching everyday practice: the ethnomethodological contribution
- 16 Researching strategists and their identity in practice: building ‘close-with’ relationships
- 17 Studying strategizing through narratives of practice
- PART IV APPLICATION VARIATIONS
- Author Index
- Index
- References
13 - Broader methods to support new insights into strategizing
Published online by Cambridge University Press: 05 October 2012
Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- List of contributors
- Introduction: What is Strategy as Practice?
- PART I ONTOLOGICAL AND EPISTEMOLOGICAL QUESTIONS
- PART II THEORETICAL DIRECTIONS
- PART III METHODOLOGICAL TRACKS
- 13 Broader methods to support new insights into strategizing
- 14 Critical discourse analysis as methodology in Strategy as Practice research
- 15 Researching everyday practice: the ethnomethodological contribution
- 16 Researching strategists and their identity in practice: building ‘close-with’ relationships
- 17 Studying strategizing through narratives of practice
- PART IV APPLICATION VARIATIONS
- Author Index
- Index
- References
Summary
waxman: ‘In other words, you found that your view of the world, your ideology, was not right; it was not working.’
greenspan: ‘Absolutely, precisely […] you know, I was shocked because I have been going for 40 years or more with very considerable evidence that it was working exceptionally well.’
(Transcription from hearings by the Government Oversight Committee of the United States House of Representatives, 23 October 2008)‘…the situation is manifestly not coming under control. Things continue to fall apart.’
(Paul Krugman, 27 October 2008Introduction
Crises affecting different aspects of the global economy began to capture public attention as we prepared the final version of this chapter in the last months of 2008. Markets were on a downward roller coaster generating dramatic government responses around the world. While elected officials tended to speak and act as if they were close to calming volatile economic behaviour, other observers were less sanguine, including former chairman of the United States Federal Reserve Board Alan Greenspan and Professor Paul Krugman, who won the Nobel Prize in mid-October for his research on trade and the location of economic activity.
Gradually, the increasing instability of financial institutions, housing markets, employment and other indicators of economic activity became so significant that we decided we could not finish this chapter without a substantial change in perspective. Our initial draft applauded increasing attention to Strategy as Practice, or strategizing, recognized the importance of the case studies that provide almost all empirical evidence of the micro-behaviour that is the focus of this area of inquiry, but argued for a broader methodological base.
Information
- Type
- Chapter
- Information
- Cambridge Handbook of Strategy as Practice , pp. 201 - 216Publisher: Cambridge University PressPrint publication year: 2010
References
(1995), ‘Sequence analysis: New methods for old ideas’, Annual Review of Sociology, 21: 93–113.CrossRefGoogle Scholar
(2004), ‘Narrative explanation: An alternative to variable-centered explanations’, Annual Review of Sociology, 30: 287–310.CrossRefGoogle Scholar
, and (2003), ‘Three responses to the methodological challenges of studying strategising’, Journal of Management Studies, 40/1: 197–224.CrossRefGoogle Scholar
and (2005), Appreciative inquiry: A positive revolution in change. San Francisco: Barrett-Koehler.Google Scholar
and (2000) (eds.), Handbook of qualitative research, 2nd edn. Thousand Oaks, CA: Sage, 163–88.Google Scholar
(2003), Strategic alliances as social facts: Business, biotechnology and intellectual history. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
(1989), ‘Building theories from case studies research’, The Academy of Management Review, 14/4: 532–550.CrossRefGoogle Scholar
(1988), ‘Computer analysis of cultural structures’, Social Science Computer Review, 6/1: 183–196.CrossRefGoogle Scholar
(1989), ‘Modeling event structures’, Journal of Mathematical Sociology, 14/2–3: 139–169.CrossRefGoogle Scholar
, and (2007), ‘Strategising: The challenges of a practice perspective’, Human Relations, 60/1: 5–27.CrossRefGoogle Scholar
and (2007), ‘Capturing strategy as an everyday practice’, European Group for Organisational Studies Colloquium. Accessed October 2008 at www. s-as-p.org/papers.phpGoogle Scholar
, , , and (2007), Strategy as practice. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
, and (2003), ‘Guest editor's introduction: Micro strategy and strategising: Towards an activity-based view’, The Journal of Management Studies, 40/1: 3–22.CrossRefGoogle Scholar
and (2007), ‘The principles of distributed innovation’, Innovations: Technology, Governance, Globalization, 2/3 (summer): 97–112.CrossRefGoogle Scholar
and (1991), Situated learning: Legitimate peripheral participation. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
, and (2008), ‘Toward a conceptual foundation for service science: Contributions from service-dominant logic’, IBM Systems Journal, 47/1: 5–14.CrossRefGoogle Scholar
(1982), ‘Dilemmatics: The study of research choices and dilemmas’, in , , and (eds.),Judgment calls in research. Beverly Hills, CA: Sage.Google Scholar
, and (2004), ‘Playing seriously with strategy’, Long Range Planning 37/6: 549–568.CrossRefGoogle Scholar
(1974), Strategy, structure and economic performance. Boston: Harvard University Press.Google Scholar
(1979), ‘Evaluating competitive strategies’, in and (eds.), Strategic management: A new view of business policy and planning. Boston: Little, Brown, and Co.Google Scholar
(1994), Strategy, structure, and economic performance. Boston: Harvard University Press.Google Scholar
(2008), ‘Strategy in a structural break’, The McKinsey Quarterly, December.
, and (1994) (eds.), Fundamental issues in strategy. Boston: Harvard Business School Press.Google Scholar
., , , and (2008) (eds.), Handbook of collaborative management research. Thousand Oaks, CA: Sage.CrossRefGoogle Scholar
and (1995), ‘Cognitive sculpting as a means of working with managers’ metaphors', Omega 23/2: 117–124.CrossRefGoogle Scholar
and (2004), ‘Evolving the new dominant logic for marketing’, Journal of Marketing 68/1: 1–17.CrossRefGoogle Scholar
and (2007), Managing the unexpected: Assuring high performance in an age of complexity, 2nd edn. San Francisco: Jossey-Bass.Google Scholar
(1951), ‘Transitional objects and transitional phenomena’, Collected papers: Through pediatrics to psychoanalysis. London: Tavistock Publications.Google Scholar
(1997), ‘Feldexperimente als Innovationstest – Die Pilotprojekte zu neuen Medien’, Zeitschrift für betriebswirtschaftliche Forschung, 49/5: 419–436.Google Scholar
Accessibility standard: Unknown
Accessibility compliance for the PDF of this book is currently unknown
and may be updated in the future.
- 7
- Cited by