Strategic Decision Mking, Discourse, And Strategy As Social Practice

Hendry, John

doi:10.1111/1467-6486.00212

Cited by 301 publications

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“…Our analysis builds on previous studies of the discursive aspects of strategy and strategizing (Knights and Morgan 1991, Barry and Elmes 1997, Hendry 2000. In line with these studies, we see -strategy discourse‖ as a complex set of meanings constituting this body of knowledge (Knights and Morgan 1991) and organizational praxis (Whittington 2006).…”

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confidence: 89%

“…Parallel to these streams of research, we have seen the emergence of a literature concentrating on strategy discourse (e.g., Knights and Morgan 1991, Barry and Elmes 1997, Hendry 2000, Levy et al 2003, Vaara et al 2004. In a seminal analysis, Knights and Morgan (1991) examined strategy as a body of knowledge and analyzed the various kinds of power implications that the language of strategy has for organizations.…”

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confidence: 99%

“…In a seminal analysis, Knights and Morgan (1991) examined strategy as a body of knowledge and analyzed the various kinds of power implications that the language of strategy has for organizations. Their analysis later inspired other theorists to examine strategy through a critical lens (Hendry 2000, Lilley 2001, Levy et al 2003, Grandy and Mills 2004. Other studies then focused on the role of narratives in strategy processes in organizational contexts (Barry andElmes 1997, Dunford andJones 2000).…”

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On the Problem of Participation in Strategy: A Critical Discursive Perspective

Mantere

Vaara

2008

Organization Science

346

298

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We still know little of why strategy processes often involve participation problems. In this paper, we argue that this crucial issue is linked to fundamental assumptions about the nature of strategy work. Hence, we need to examine how strategy processes are typically made sense of and what roles are assigned to specific organizational members. For this purpose, we adopt a critical discursive perspective that allows us to discover how specific conceptions of strategy work are reproduced and legitimized in organizational strategizing. Our empirical analysis is based on an extensive research project on strategy work in 12 organizations. As a result of our analysis, we identify three central discourses that seem to be systematically associated with nonparticipatory approaches to strategy work: “mystification,” “disciplining,” and “technologization.” However, we also distinguish three strategy discourses that promote participation: “self-actualization,” “dialogization,” and “concretization.” Our analysis shows that strategy as practice involves alternative and even competing discourses that have fundamentally different kinds of implications for participation in strategy work. We argue from a critical perspective that it is important to be aware of the inherent problems associated with dominant discourses as well as to actively advance the use of alternative ones.

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On the Problem of Participation in Strategy: A Critical Discursive Perspective

Mantere

Vaara

2008

Organization Science

346

298

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“…Inicia-se com as principais contribuições advindas dos trabalhos de H. Simon, entre as quais se sobressai a questão da racionalidade limitada. Argumenta-se que, não obstante as grandes mudanças que se sucederam no campo de conhecimento, alguns autores (CHIA, 1994, HENDRY, 2000 indicam a necessidade de adotar uma perspectiva de tomada de decisão mais contextualizada, humanizada e que integre outras racionalidades, além da econômica.…”

Section: Reflexões Ao Campo De Processo Decisório a Partir Da Abordagunclassified

“…Chia, 1994;Jackall, 1988;Hendry, 2000;. Neste sentido, argumenta-se que o conceito de lógicas institucionais possui implicações ao campo de conhecimento de tomada de decisão, em termos do emprego de uma concepção cultural-cognitiva pluralística.…”

Section: Consideracões Finaisunclassified

Reflexões ao Campo de Processo Decisório a Partir da Abordagem de Lógicas Institucionais

2017

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-668 - Reflexões ao Campo de Processo Decisório a Partir da Abordagem de Lógicas Institucionais Reflexões ao Campo de pRoCesso deCisóRio a paRtiR da aboRdagem de lógiCas instituCionaisReflections on the decision-making process based on institutional logics ResumoEstudos sobre o processo decisório organizacional indicam a importância da adoção de novas perspectivas teóricas, que possibilitem avanços na compreensão deste processo. Desta forma, neste ensaio teórico analisa-se o processo decisório sob a perspectiva das lógicas institucionais, considerando as influências de racionalidades múltiplas neste processo. Como referenciais para esta análise, apresenta-se a evolução dos conhecimentos sobre processo decisório; lógicas institucionais como abordagem recente do institucionalismo sociológico; o hibridismo de lógicas institucionais; relações entre os campos do institucionalismo e processo decisório. As contribuições do artigo se ancoram em três pontos. Primeiro, há relação entre as lógicas institucionais e as decisões tomadas nas organizações. Segundo, o conceito permite uma compreensão ampla sobre conflitos e inconsistências que promovem oportunidades para a agência e a variabilidade de práticas, considerando a ação como socialmente imersa. Finalmente, ao integrar o hibridismo de lógicas em estudos de processo decisório, amplia-se o conhecimento sobre mudança organizacional, à medida que isso depende de decisões sobre quais elementos de formas organizacionais devem ser mantidos ou substituídos.Palavras-chave: Processo decisório. Lógicas institucionais. Hibridismo.

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Strategy as Practice

Asmuß

2018

The International Encyclopedia of Strategic Communication

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Strategy as practice is an approach to strategy that focuses on the organizational activities related to strategy. Instead of the outcome of strategy, it emphasizes the processual and social aspects of core strategic elements like strategic planning, strategy development, and strategy implementation. Strategy as practice acknowledges many different organizational levels and a variety of organizational activities as being potentially strategically relevant. Its overall aim is to move away from a traditional understanding of strategy as something an organization possesses toward a more dynamic understanding of strategy as something an organization and its members do as part of their everyday organizational activities. Consequently, strategy as practice highlights strategy as dynamic, processual, and communicatively grounded.

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Strategic Decision Mking, Discourse, And Strategy As Social Practice

Cited by 301 publications

References 0 publications

On the Problem of Participation in Strategy: A Critical Discursive Perspective

On the Problem of Participation in Strategy: A Critical Discursive Perspective

Reflexões ao Campo de Processo Decisório a Partir da Abordagem de Lógicas Institucionais

Strategy as Practice

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