/

Cambridge Handbook of Strategy as Practice

Golsorkhi Damon Rouleau Linda Seidl David Se alle
Innbundet / 2025 / Engelsk

Produktdetaljer

ISBN
9781009216074
Publisert
2025-01-23
Utgave
3. utgave
Utgiver
Vendor
Cambridge University Press
Aldersnivå
P, 06
Språk
Product language
Engelsk
Format
Product format
Innbundet
Antall sider
828

Redaktør
Golsorkhi Damon
Rouleau Linda
Seidl David
Vaara Eero

Om bidragsyterne

Damon Golsorkhi is Associate Professor of Strategic Management at emlyon Business School, France. Linda Rouleau is Professor of Strategy and Organization Theory at HEC Montréal. David Seidl is Professor of Organization and Management at the University of Zurich, Switzerland. Eero Vaara is Professor in Organisations and Impact at Saïd Business School at University of Oxford.

Cambridge Handbook of Strategy as Practice

Golsorkhi Damon Rouleau Linda Seidl David Se alle
Innbundet / 2025 / Engelsk
Golsorkhi Damon Rouleau Linda Seidl David Se alle
Innbundet / 2025 / Engelsk
Nettpris:
1.813,-
Levering 7-20 dager
+
-
Sjekk lagerstatus i butikk

‘The third edition of the Handbook adds a dozen new chapters and updates many existing ones, while keeping the foundational contributions that link strategy as practice with major social and organization theories. It continues to be a wonderful reference work. This third edition also signals the dynamism and vibrancy of strategy as practice, from which truly novel and unexpected research findings will continue to emerge.’ Robert A. Burgelman, Stanford University

‘A tempting smorgasbord of fresh thinking! This third edition of the Cambridge Handbook of Strategy as Practice keeps pace with the rapidly evolving research in this cutting-edge perspective on strategy. Here the emphasis is on what real strategists actually do as they practice their craft. It is a must-read for serious students of strategy who want a realistic view that goes beyond the lens of micro-economics. Readers are in for a treat with this theoretically rich and practically compelling volume.’ Kathleen Eisenhardt, Stanford University

‘Now in its third edition, this terrific volume has been refreshed with updated chapters and lots of new ones. It offers fresh perspectives on studying organizations and their strategies from a sociological viewpoint. It’s essential reading for anyone curious about solving tough organizational problems.’ Roy Suddaby, University of Victoria

Se alle

‘The third edition of the Cambridge Handbook of Strategy as Practice is an intellectual delight. It reflects both the deep roots of the SAP approach within philosophical and theoretical traditions and its fantastic ongoing regeneration, integrating cutting-edge developments in theory, methodology, and topic areas. It also balances theoretical depth and practical relevance. Reading it makes an insightful scholarly adventure that illuminates strategy, practice, and organizing more broadly.’ Tammar Zilber, The Hebrew University, Jerusalem

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.
Les mer
Introduction: What is Strategy as Practice?; Part I. Ontological and Epistemological Questions: 1. Epistemological alternatives for researching Strategy as Practice: building and dwelling worldviews; 2. How is strategy made? A Heideggerian onto-epistemological framework for studying Strategy as Practice; 3. Constructivist paradigms and their relevance for Strategy as Practice research; 4. The ongoing challenge of developing cumulative knowledge about Strategy as Practice; 5. Practical relevance of practice-theoretical research on strategy; Part II. Theoretical Resources: Social Theory: 6. Structuration theory: Giddens and beyond; 7. An activity theory approach to Strategy as Practice; 8. A Bourdieusian perspective on strategizing; 9. A Wittgensteinian perspective on strategizing; 10. A Foucauldian perspective on strategic practice: strategy as the art of (un)folding; 11. A narrativity approach to Strategy as Practice: Strategy-making from texts and narratives; 12. Actor-network theory and Strategy as Practice; 13. A dramaturgical framework for Strategy as Practice; 14. Schatzki's practice theory and Strategy as Practice; 15. An economies-of-worth perspective on Strategy as Practice: Dealing with strategic pluralism through legitimation, localization, and materialization; 16. Strategy as a performative practice: a self-referential, knowledge-based perspective; Part III. Theoretical Resources: Organization and Management Theories: 17. An institutional perspective on Strategy as Practice; 18. Identity work as a strategic practice; 19. Sensemaking in Strategy as Practice: from a phenomenon towards a theory?; 20. Routine dynamics and connections to Strategy as Practice; 21. The communicative constitution of strategy-making: exploring fleeting moments of strategy; 22. A social-symbolic work perspective on Strategy as Practice: the objects of strategy work; 23. Relating Strategy as Practice to the resource-based view, capabilities perspectives and micro-foundations approaches; 24. Analytical frames for studying power in Strategy as Practice and beyond; 25. Strategy as Practice and the critical eye; Part IV. Methodological Resources: 26. Using ethnography in Strategy as Practice research; 27. Action research as an impactful approach to study Strategy as Practice; 28. Studying strategizing through biographical interviews or narratives of practices; 29. Using photographic methods in Strategy as Practice research; 30. A critical discursive approach to Strategy as Practice research; 31. Studying Strategy as Practice through historical methods; 32. Quantitative methods in Strategy as Practice research; Part V. Substantive Topic Areas: 33. Strategic planning as practice; 34. Meetings and workshops as strategy practices; 35. The role of materiality in the practice of strategy revisited; 36. Participation in strategy work; 37. Open strategy as a new form of strategizing; 38. The role of emotions in strategizing; 39. Temporality in Strategy as Practice; 40. Multimodality in Strategy as Practice research; 41. The role of play in strategizing; 42. Feminist perspectives on doing Strategy as Practice research; 43. At the interface of extreme contexts and Strategy as Practice.
Les mer
Third edition of this state-of-the-art overview of the Strategy as Practice approach in strategy research, with new authors and chapters.

Relaterte produkter

‘The third edition of the Handbook adds a dozen new chapters and updates many existing ones, while keeping the foundational contributions that link strategy as practice with major social and organization theories. It continues to be a wonderful reference work. This third edition also signals the dynamism and vibrancy of strategy as practice, from which truly novel and unexpected research findings will continue to emerge.’ Robert A. Burgelman, Stanford University

‘A tempting smorgasbord of fresh thinking! This third edition of the Cambridge Handbook of Strategy as Practice keeps pace with the rapidly evolving research in this cutting-edge perspective on strategy. Here the emphasis is on what real strategists actually do as they practice their craft. It is a must-read for serious students of strategy who want a realistic view that goes beyond the lens of micro-economics. Readers are in for a treat with this theoretically rich and practically compelling volume.’ Kathleen Eisenhardt, Stanford University

‘Now in its third edition, this terrific volume has been refreshed with updated chapters and lots of new ones. It offers fresh perspectives on studying organizations and their strategies from a sociological viewpoint. It’s essential reading for anyone curious about solving tough organizational problems.’ Roy Suddaby, University of Victoria

Se alle

‘The third edition of the Cambridge Handbook of Strategy as Practice is an intellectual delight. It reflects both the deep roots of the SAP approach within philosophical and theoretical traditions and its fantastic ongoing regeneration, integrating cutting-edge developments in theory, methodology, and topic areas. It also balances theoretical depth and practical relevance. Reading it makes an insightful scholarly adventure that illuminates strategy, practice, and organizing more broadly.’ Tammar Zilber, The Hebrew University, Jerusalem

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.
Les mer
Introduction: What is Strategy as Practice?; Part I. Ontological and Epistemological Questions: 1. Epistemological alternatives for researching Strategy as Practice: building and dwelling worldviews; 2. How is strategy made? A Heideggerian onto-epistemological framework for studying Strategy as Practice; 3. Constructivist paradigms and their relevance for Strategy as Practice research; 4. The ongoing challenge of developing cumulative knowledge about Strategy as Practice; 5. Practical relevance of practice-theoretical research on strategy; Part II. Theoretical Resources: Social Theory: 6. Structuration theory: Giddens and beyond; 7. An activity theory approach to Strategy as Practice; 8. A Bourdieusian perspective on strategizing; 9. A Wittgensteinian perspective on strategizing; 10. A Foucauldian perspective on strategic practice: strategy as the art of (un)folding; 11. A narrativity approach to Strategy as Practice: Strategy-making from texts and narratives; 12. Actor-network theory and Strategy as Practice; 13. A dramaturgical framework for Strategy as Practice; 14. Schatzki's practice theory and Strategy as Practice; 15. An economies-of-worth perspective on Strategy as Practice: Dealing with strategic pluralism through legitimation, localization, and materialization; 16. Strategy as a performative practice: a self-referential, knowledge-based perspective; Part III. Theoretical Resources: Organization and Management Theories: 17. An institutional perspective on Strategy as Practice; 18. Identity work as a strategic practice; 19. Sensemaking in Strategy as Practice: from a phenomenon towards a theory?; 20. Routine dynamics and connections to Strategy as Practice; 21. The communicative constitution of strategy-making: exploring fleeting moments of strategy; 22. A social-symbolic work perspective on Strategy as Practice: the objects of strategy work; 23. Relating Strategy as Practice to the resource-based view, capabilities perspectives and micro-foundations approaches; 24. Analytical frames for studying power in Strategy as Practice and beyond; 25. Strategy as Practice and the critical eye; Part IV. Methodological Resources: 26. Using ethnography in Strategy as Practice research; 27. Action research as an impactful approach to study Strategy as Practice; 28. Studying strategizing through biographical interviews or narratives of practices; 29. Using photographic methods in Strategy as Practice research; 30. A critical discursive approach to Strategy as Practice research; 31. Studying Strategy as Practice through historical methods; 32. Quantitative methods in Strategy as Practice research; Part V. Substantive Topic Areas: 33. Strategic planning as practice; 34. Meetings and workshops as strategy practices; 35. The role of materiality in the practice of strategy revisited; 36. Participation in strategy work; 37. Open strategy as a new form of strategizing; 38. The role of emotions in strategizing; 39. Temporality in Strategy as Practice; 40. Multimodality in Strategy as Practice research; 41. The role of play in strategizing; 42. Feminist perspectives on doing Strategy as Practice research; 43. At the interface of extreme contexts and Strategy as Practice.
Les mer
Third edition of this state-of-the-art overview of the Strategy as Practice approach in strategy research, with new authors and chapters.

Produktdetaljer

ISBN
9781009216074
Publisert
2025-01-23
Utgave
3. utgave
Utgiver
Vendor
Cambridge University Press
Aldersnivå
P, 06
Språk
Product language
Engelsk
Format
Product format
Innbundet
Antall sider
828

Redaktør
Golsorkhi Damon
Rouleau Linda
Seidl David
Vaara Eero

Om bidragsyterne

Damon Golsorkhi is Associate Professor of Strategic Management at emlyon Business School, France. Linda Rouleau is Professor of Strategy and Organization Theory at HEC Montréal. David Seidl is Professor of Organization and Management at the University of Zurich, Switzerland. Eero Vaara is Professor in Organisations and Impact at Saïd Business School at University of Oxford.

Relaterte produkter