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-Léandre 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 Valérie-Inés de La Ville and Eléonore 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.
Provides a comprehensive overview of an emerging and growing stream of research in strategic management.
Damon Golsorkhi is Assistant Professor of Strategic Management and Sociology at ESC Rouen Business School, France. Linda Rouleau is Professor in the Department of Management at HEC Montreal. David Seidl is Professor of Organization and Management at the University of Zurich, Switzerland. Eero Vaara is Professor of Management and Organization at Hanken School of Economics in Helsinki, Finland. He is also Chair of the European Group for Organizational Studies (EGOS) and Permanent Visiting Professor at EMLYON Business School, France.
Review of the hardback: 'I enjoyed reading this book. Its various
well-written contributions offer rich connections between strategy
as praxis (in the original sense of 'doing') and several major
modern anthropological, sociological and philosophical theories.
For years to come, it will form a valuable intellectual substratum
from which truly novel and unexpected research ideas will emerge.'
Robert A. Burgelman, Stanford University Graduate School of
Business, and author of Strategy is Destiny: How Strategy-Making
Shapes a Company's Future (2002)
Review of the hardback: 'The Cambridge Handbook of Strategy as
Practice is a significant addition to the growing literature on
strategy-as-practice that both consolidates and builds the field.
It provides a history and overview and discussion of issues within
the field while keeping the boundaries open. The ontological and
epistemological contributions deepen the theoretical grounding
without constraining it by efforts to create a unified theory. The
new case material is exciting and rich. This is a book people will
use!' Martha Feldman, University of California, Irvine
Review of the hardback: 'The strategy-as-practice perspective,
primarily championed by European scholars, burst upon the
intellectual scene only recently but it is already redefining the
landscape of strategic management. It is also furthering the long
overdue rapprochement between strategic management and organization
theory. This handbook provides an excellent and thoughtful
reflection upon this new and refreshing perspective and
convincingly outlines both its achievements to date as well as its
considerable potential. It should become an essential read.'
Royston Greenwood, University of Alberta School of Business
Review of the hardback: 'This is an important handbook that will
give management scholars an enlightened understanding of the nature
and reach of strategy-as-practice as an important new subfield in
strategic management research, its intellectual roots and
methodological orientations, and its future research directions.
Notably, strategy-as-practice promises to enrich the extant
strategy literature with European schools of thought that shed new
lights on the micro structuring actions of various agents involved
in strategy making and how these actions produce macro consequences
at the organizational and societal levels.' Quy Huy, INSEAD
'Considering the mainstream (often North American) hegemonic
research on strategy and strategic management, this book is a
breath of fresh air. For a (critical) organization theorist, in
turn, it offers new stuff to be critical about. My verdict: check
this out. This book will certainly play a central role in
continuing the dialogue about what S-A-P is (or should be) about.
The S-A-P community is a force to be reckoned with, and I'm looking
forward to seeing what they think of next.' Janne Tienari,
Organization
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