By Damon Golsorkhi, Linda Rouleau, David Seidl, Eero Vaara
The Cambridge instruction manual of procedure as perform offers the 1st entire review of an rising and turning out to be flow of analysis in strategic administration. a world crew of students has been assembled to provide a scientific advent to many of the epistemological, methodological and theoretical elements of the strategy-as-practice procedure. this angle explores and explains the contribution that strategizing makes to day-by-day operations in any respect degrees of a company. relocating clear of a disembodied and asocial examine of establishment resources, applied sciences and practices, the strategy-as-practice method breaks down the various conventional paradigmatic obstacles in technique to examine who the strategists are, what strategists do, how they do it, and what the results or results in their activities are. together with a couple of distinct empirical experiences, the instruction manual may be a necessary advisor for destiny study during this vivid box.
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Additional info for Cambridge Handbook of Strategy as Practice
Practice as a perspective A second mode of engaging practice in research identifies it as a powerful lens for studying particular social phenomena. The ascendancy of this analytical perspective represents an important departure from traditional perspectives on organizations that have tended to privilege either macro-level structural relations or micro-level psychological attributes. As Lave (1988, p. 15) puts it, a practice perspective shifts attention to the routine, lived character of the everyday world, and it is this everyday activity that now serves as the object of analysis.
Conventional research tends to virtually ignore resistance; it is often framed as an obstacle to be dealt with and/or as illegitimate behaviour. If we want to better understand the social processes in strategizing, we need to take the issue of resistance seriously. As demonstrated in the contributions of this handbook, such analysis involves a reconceptualization of the ways in which organizational actors interpret, make sense of, consume or react to strategies that are imposed upon them. The reactions range from various modes of coping to outright resistance.
Researchers drawing on a practice perspective will certainly focus on some form of practice phenomenon and do so through a practice theoretic lens, but they need not also take on board a practice ontology. Researchers drawing on a practice philosophy believe in the primacy of practices in constituting social life, and will thus necessarily engage with practice through all three modes – philosophically, theoretically (practice as a perspective) and empirically (practice as a phenomenon). Practice as a phenomenon The first mode of engaging with practice involves a specific commitment to understanding what 23 24 Wanda J.