Cambridge handbook of strategy as practice

Includes index.

Machine generated contents note: List of figures; List of tables; List of contributors; Introduction: What is strategy-as-practice? Damon Golsorkhi, Linda Rouleau, David Seidl and Eero Vaara; Part I. Epistemological Streams: 1. Practice in research: phenomenon, perspective and philosophy Wanda Orlikowski; 2. Epistemological alternatives for researching strategy-as-practice: building and dwelling worldviews Robert Chia and Andreas Rasche; 3. Practice, strategy making and intentionality: a Heideggerian onto-epistemology for strategy-as-practice Haridimos Tsoukas; 4. Constructivist epistemologies in strategy-as-practice research Simon Grand, Johannes Rüegg-Stürm and Widar von Arx; 5. Constructing contribution in 'strategy-as-practice' research Karen Golden-Biddle and Jason Azuma; 6. The challenge of developing cumulative knowledge about strategy-as-practice Ann Langley; Part II. Theoretical Directions: 7. Giddens, structuration theory and strategy-as-practice Richard Whittington; 8. An activity-theory approach to strategy-as-practice Paula Jarzabkowski; 9. A Wittgensteinian perspective on strategizing Saku Mantere; 10. A Bourdieusian perspective on strategizing Marie-Le;andre Gomez; 11. A Foucauldian perspective on strategic practice: strategy as the art of (un)folding Florence Allard-Poesi; 12. A narrative approach to strategy-as-practice: strategy-making from texts and narratives Vale;rie-Ine;s de La Ville and Ele;onore Mounoud; Part III. Methodological Tracks: 13. Broader methods to support new insights into strategizing Anne Sigismund Huff, Anne-Katrin Neyer and Kathrin Möslein; 14. Critical discourse analysis as methodology in strategy-as-practice research Eero Vaara; 15. Researching everyday practice: the ethnomethodological contribution Dalvir Samra-Fredericks; 16. Researching strategists and their identity in practice: building close-with relationships Phyl Johnson, Julia Balogun and Nic Beech; 17. Studying strategizing through narratives of practice Linda Rouleau; Part IV. Application Variations: 18. Institutional change and strategic agency: an empirical analysis of managers' experimentation with routines in strategic decision-making Gerry Johnson, Stuart Smith and Brian Codling; 19. Unpacking the effectivity paradox of strategy workshops: do strategy workshops produce strategic change? Robert MacIntosh, Donald MacLean and David Seidl; 20. Struggling over subjectivity: a critical discourse analysis of strategic development Pikka-Maaria Laine and Eero Vaara; 21. Strategizing and history Mona Ericson and Leif Melin; Index.

"The Cambridge Handbook of Strategy as Practice provides the first comprehensive overview of an emerging and growing stream of research in strategic management. An international team of scholars has been assembled to produce a systematic introduction to the various epistemological, methodological and theoretical aspects of the strategy-as-practice approach. This perspective explores and explains the contribution that strategizing makes to daily operations at all levels of an organization. Moving away from a disembodied and asocial study of firm assets, technologies and practices, the strategy-as-practice approach breaks down many of the traditional paradigmatic boundaries in strategy to investigate who the strategists are, what strategists do, how they do it, and what the consequences or outcomes of their actions are. Including a number of detailed empirical studies, the handbook will be an essential guide for future research in this vibrant field"--