Golsorkhi, D. et al. (2015). Cambridge handbook of strategy as practice (2nd ed.)

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. Contents Figures Tables Boxes Contributors 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 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 "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"-- 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.-- Provided by Publisher