Cambridge Handbook of Strategy as Practice

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.

Este título pertence ao(s) assunto(s) indicados(s). Para ver outros títulos clique no assunto desejado.

• Gestão e técnicas de gestão
• Estratégia de negócios