Cambridge handbook of strategy as practice / edited by Damon Golsorkhi [and three others].

Format:

Book

Contributor:

Golsorkhi, Damon, editor.

Language:

English

Subjects (All):

Strategic planning--Handbooks, manuals, etc.

Strategic planning.

Physical Description:

1 online resource (xviii, 810 pages) : digital, PDF file(s).

Edition:

Third edition.

Place of Publication:

Cambridge, United Kingdom ; New York, NY, USA : Cambridge University Press, 2025.

Summary:

Now in its third edition, this Handbook is essential for students and researchers in Strategic Management and Organizational Theory and Behaviour. The Strategy as Practice approach moves away from the disembodied and asocial study of firm assets, technologies and practices, towards the study of strategizing as an activity. Strategy is understood as something people do rather than something a firm has. This perspective explores how strategizing contributes to an organizations' daily operations at all levels. Through detailed empirical studies of the everyday activities and practice of people engaged in strategizing, the Handbook investigates who strategists are, what strategists do, how they do it, and what the consequences of their actions are. Featuring new authors and additional or fundamentally updated and revised chapters, this edition provides a state-of-the-art overview of recent reflections and works in this rapidly growing stream of strategic management, whilst also presenting a research agenda for the next decade.

Contents:

Cover

Half-title page

Title page

Copyright page

Contents

List of Figures

List of Tables

List of Boxes

List of Contributors

Preface to the Third Edition

Introduction: What Is Strategy as Practice?

Strategy as Practice as a Research Approach

The Practice Turn in Social Sciences

Overview of SAP Research

The Sections of the Handbook

Challenges for Future Research: A Research Agenda

References

Part I Ontological and Epistemological Questions

Chapter 1 Epistemological Alternatives for Researching Strategy as Practice: Building and Dwelling Worldviews

Introduction

Epistemology and the Research Process: Problems and Tensions of Researching Strategy Practice

Building and Dwelling: Two Worldviews for SAP Research: Comparing the Building and Dwelling Worldviews

Building and Dwelling Worldviews: Consequences for SAP Research

Conclusion

Chapter 2 How Is Strategy Made? A Heideggerian Onto-Epistemological Framework for Studying Strategy as Practice

What Are the Challenges for SAP Research?

Practice, Coping and Awareness: A Heideggerian Vocabulary

SAP from a Heideggerian Perspective

Discussion

Chapter 3 Constructivist Paradigms and Their Relevance for Strategy-as-Practice Research

Three Constructivist Paradigms

Ontological Relevance for SAP Research

Epistemological Relevance for SAP Research

Methodological Relevance for SAP Research

Normative Relevance for SAP Research

Chapter 4 The Ongoing Challenge of Developing Cumulative Knowledge about Strategy as Practice

A Normal Science View of Progress and Knowledge Accumulation

Application and Limitations: Normal Science and SAP.

A Practice-Theory-Based View of Progress and Knowledge Accumulation

A Pragmatic View of Progress and Knowledge Accumulation

Discussion and Conclusion: Prospects for Developing Cumulative Knowledge

Chapter 5 Practical Relevance of Practice-Theoretical Research on Strategy

Three Practice-Theoretical Approaches to Examining the Onto-Epistemological Differences between Strategy Research and Strategy Practice

Implications for SAP Research

Forms of Practical Relevance of Practice-Theoretical Strategy Research

Future Directions and Conclusion

Part II Theoretical Resources: Social Theory

Chapter 6 Structuration Theory: Giddens and Beyond

An Outline of Structuration Theory

Attractions and Developments

Structuration Theory in Practice

Opportunities for Structurationist Research

Chapter 7 An Activity Theory Approach to Strategy as Practice

Conceptualizing 'Activity' within SAP Research

Context and Core Concepts of Activity Theory

An Activity System Framework for Studying Practitioners, Practices and Praxis

Strategy Practitioners: A Subject in Interaction with the Collective

Strategy Practices as Mediators

Strategy Praxis: Object and Collective Activity

Chapter 8 A Bourdieusian Perspective on Strategizing

Bourdieu's View on Practice: A Relational and Dispositional System

SAP in a Bourdieusian Perspective

Overcoming Traditional Dichotomies in Strategic Management

Chapter 9 A Wittgensteinian Perspective on Strategizing

Language Games

Strategy in Organizational Language Games

Language Games in the Strategy Discipline

In Conclusion

References.

Chapter 10 A Foucauldian Perspective on Strategic Practice: Strategy as the Art of (Un)folding

Genealogical Practices

Strategic Practices as a Body of Knowledge

The Strategist 'Unfolded': Say What You Want

Chapter 11 A Narrativity Approach to Strategy as Practice: Strategy-Making from Texts and Narratives

Differentiating Narratives in Strategy Research

Strategy Formation as Interweaving Texts and Narratives

Research Avenues for a Narrativity Approach

Chapter 12 Actor-Network Theory and Strategy as Practice

Sketching the Conceptual Origins of Actor-Network Theory

Evolving Connections between Actor-Network Principles and SAP

Contemporary Issues and Future Research

Concluding Thoughts

Acknowledgements

Chapter 13 A Dramaturgical Framework for Strategy as Practice

The Dramaturgical Perspective on Social Life

The Dramaturgical Perspective and SAP

A Dramaturgical Framework for SAP

Directions for Future Research

Chapter 14 Schatzki's Practice Theory and Strategy as Practice

Schatzki's Practice Theory in Its Intellectual Context

Main Concepts of Schatzki's Practice Theory and Their Applications in the Social Sciences at Large

Application of Schatzki's Theory in SAP and Management and Organization Research

General Implications and Concrete Guidelines for Using Schatzki's Theory in SAP Research

Chapter 15 An Economies-of-Worth Perspective on Strategy as Practice: Dealing with Strategic Pluralism through Legitimation, Localization and Materialization

The Emergence of Economies of Worth.

Economies of Worth in Practice: Dealing with Strategic Pluralism

Leveraging Economies of Worth to Advance Strategy as Practice: A Research Agenda

Chapter 16 Strategy as a Performative Practice: A Self-Referential, Knowledge-Based Perspective

A Knowledge-Based Practice Approach of Strategy Performativity

Strategy as a Performative Practice: A Framework

Performing Strategy and Strategizing Performativity: Toward an Integrative Research Agenda

Part III Theoretical Resources: Organization and Management Theories

Chapter 17 An Institutional Perspective on Strategy as Practice

Overview of the Evolution of Institutional Theory

Institutional Stability

Institutional Change

How to Connect SAP and Institutional Scholarship

Blending Institutional and Practice Perspectives: A Review and Research Agenda

Chapter 18 Identity Work as a Strategic Practice

Identity and Identification in Organizational Studies

Organizational Identity as Strategic Resource, Lens or Work

Organizational Identity Work and Strategic Practices

Future Directions

Chapter 19 Sensemaking in Strategy as Practice: From a Phenomenon towards a Theory?

Sensemaking in Strategy as Practice: A Phenomenon or a Perspective?

Core Ideas of Sensemaking: Cognitive Frames and Enactment

Cognitive Frames

Central Questions in Strategic Sensemaking Literature

The Use of Sensemaking in SAP Research

Future Research Opportunities

Chapter 20 Routine Dynamics and Connections to Strategy as Practice

Theory of Routine Dynamics

Routine Dynamics and SAP

Challenges in Theorizing Routines and Strategies as Practices

Routine Dynamics as Contribution to SAP.

Conclusion

Chapter 21 The Communicative Constitution of Strategy-Making: Exploring Fleeting Moments of Strategy

Revisiting Talk and Text in SAP through a Communicational Lens

Exploring Matters of Concern: A Communicational Toolbox for Studying Strategy-Making

The Communicative Constitution of Matters of Concern in Strategy-Making

Appendix I Transcription conventions

Chapter 22 A Social-Symbolic Work Perspective on Strategy as Practice: The Objects of Strategy Work

The Social-Symbolic Work Perspective

A Social-Symbolic Perspective on Strategy Work

An Extensive Conception of Strategy Work

Chapter 23 Relating Strategy as Practice to the Resource-Based View, Capabilities Perspectives and Micro-Foundations Approaches

The Resource-Based View, Capabilities Perspectives and Micro-Foundations Approaches

SAP Research at the Intersection with Contemporary Strategy Content Research Streams

Differences and Similarities between SAP and Mainstream Strategy Research Perspectives

Research Opportunities

Chapter 24 Analytical Frames for Studying Power in Strategy as Practice and Beyond

Dimensions of Power and Ordinary Language

Reviewing SAP and Power

Strategy: The Noun

Strategizing: The Verb

Making Things Strategic: Strategy as an Adjective

Concluding Reflection

Chapter 25 Strategy as Practice and the Critical Eye

A Critical Perspective on SAP

A Critical Perspective within SAP

Summary

Part IV Methodological Resources

Chapter 26 Using Ethnography in Strategy-as-Practice Research

Key Considerations in Ethnography

Future Possibilities

Chapter 27 Action Research as an Impactful Approach to Study Strategy with Practice.

Notes:

Title from publisher's bibliographic system (viewed on 17 Mar 2025).

Description based on publisher supplied metadata and other sources.

ISBN:

1-009-21611-2

1-009-21610-4

1-009-21606-6

OCLC:

1508857668