Three Responses to the Methodological Challenges of Studying Strategizing*

Balogun, Julia; Huff, Anne Sigismund; Johnson, Phyl

doi:10.1111/1467-6486.t01-1-00009

Cited by 239 publications

(186 citation statements)

References 68 publications

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“…Balogun, Huff and Johnson (2003) showed how this can be achieved through the notion of strategizing. Whilst the traditional view of strategy focuses on macro level and long-term processes, strategizing is concerned with "the myriad, micro activities that make up strategy and strategizing in practice", and it "implies engagement with lower level managers and non-managerial staff" (Balogun et al 2003, p.199).…”

Section: Researching the Idea Of Sustainable Olympic Sports Developmementioning

confidence: 99%

The political process of constructing a sustainable London Olympics sports development legacy

Girginov

Hills

2009

International Journal of Sport Policy and Politics

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This study attempts to develop a research agenda for understanding the process of constructing a sustainable Olympic sports development legacy. The research uses a social constructivist perspective to examine the link between the 2012 London Olympic Games and sustainable sports development. The first part of the paper provides justification for the study of sport policy processes using a constructivist lens. This is followed by a section which critically unpacks sustainable sports development drawing on Mosse"s (1998) ideas of process-oriented research and Searle"s conceptualisation of the construction of social reality. Searle"s (1995) concepts of the assignment of function, collective intentionality, collective rules, and human capacity to cope with the environment are considered in relation to the events and discourses emerging from the legacy vision(s) associated with the 2012 London Olympic Games. The paper concludes by proposing a framework for engaging in process oriented research and highlights key elements, research questions, and methodological issues. The proposed constructivist approach can be used to inform policy, practice, and research on sustainable Olympic sports development legacy.

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Section: Researching the Idea Of Sustainable Olympic Sports Developmementioning

confidence: 99%

The political process of constructing a sustainable London Olympics sports development legacy

Girginov

Hills

2009

International Journal of Sport Policy and Politics

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“…These interviews, which were typically an hour long and transcribed verbatim, asked participants to recount their current experience of the restructuring. Although participants' personal reflections on their experience are valuable and appropriate from a practice perspective (Alvesson 2003, Balogun et al 2003, Fontana and Frey 1994, we used observation as the key data collection method to surmount some of the limitations of interviews for accessing practice (Alvesson 2003). Nonparticipant observation was conducted in 137 audiorecorded meetings that dealt with Connectif as part or all of their agenda.…”

mentioning

confidence: 99%

Toward a Theory of Coordinating: Creating Coordinating Mechanisms in Practice

Jarzabkowski

Lê

Feldman

2012

Organization Science

250

217

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T his paper uses a practice perspective to study coordinating as dynamic activities that are continuously created and modified in order to enact organizational relationships and activities. It is based on the case of Servico, an organization undergoing a major restructuring of its value chain in response to a change in government regulation. In our case, the actors iterate between the abstract concept of a coordinating mechanism referred to as end-to-end management and its performance in practice. They do this via five performative-ostensive cycles: (1) enacting disruption, (2) orienting to absence, (3) creating elements, (4) forming new patterns, and (5) stabilizing new patterns. These cycles and the relationships between them constitute a process model of coordinating. This model highlights the importance of absence in the coordinating process and demonstrates how experiencing absence shapes subsequent coordinating activity. IntroductionThis paper is about the process of coordinating. We show that coordinating mechanisms are dynamic social practices that are under continuous construction. Despite some preoccupation in the literature with specifying the standards, rules, and schedules that comprise coordinating mechanisms, organization theorists have long noted that these mechanisms are not stable entities (e.g., Galbraith 1977, Lawrence and Lorsch 1967, March and Simon 1958, Thompson 1967. Indeed, scholars have shown that mechanisms fluctuate to adapt to conditions of uncertainty, novelty, and change when existing ways of organizing activities are disrupted and must be accomplished in new ways (Adler 1995;Argote 1982;Crowston 1997;Feldman 2000Feldman , 2003Pentland 1992). There are thus increasing calls for research to examine the dynamic nature of coordinating mechanisms as they are constructed within the activities of interdependent actors as they perform organizational tasks over time (Adler 1995, Ching et al. 1992, Jarzabkowski 2004, Malone and Crowston 1994, Okhuysen and Bechky 2009. By shifting the analytic focus from coordinating mechanisms as reified standards, rules, and procedures to coordinating as a dynamic social practice, our research provides insight into the microprocesses involved in coordinating.We study the coordinating of a major structural change at Servico, a Financial Times Stock Exchange (FTSE) 100 company, through the performance of a specific coordinating mechanism, end-to-end management (E2E). Drawing on performative and ostensive concepts as developed in the literature on organizational routines (e.g., Feldman 2000, Feldman and Pentland 2003, Pentland and Feldman 2005, Howard-Grenville 2005, Levinthal and Rerup 2006, Rerup and Feldman 2011, Zbaracki and Bergen 2010, we examine how actors iterate between the abstract concept of end-to-end management and their performance of it in practice. We explain how these performances enact what the actors come to identify as end-to-end management and how they use it as part of accomplishing a major coordinating task: restructuring the core who...

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“…Diaries allow the researchers to access the personal views of the respondents in their own words, e.g., concerning their work in the context of organizations. (Balogun, Huff & Johnson, 2003;Bolger, Davis & Rafaeli, 2003;Ohly, Sonnentag, Niessen & Zapf, 2010; see also Amabile & Kramer, 2011). In addition to the diary method, we used the critical incident technique in our research design.…”

Section: Research Context Empirical Materials and Methodsmentioning

confidence: 97%

Ambidextrous tensions: Dynamics of creative work in the media innovation process

Virta

Malmelin

2017

JOMI

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This article analyzes creative work in one of INTRODUCTIONIn the current conversion to a digital operating environment, media organizations struggle with the need to create and innovate new content, products and services as well as new organizational practices. However, research on creative work that focuses on media content innovation has been scarce; similarly, there are few case studies regarding creative work practices, including in media management research and media studies (e.g., Banks, Calvey, Owen & Russell, 2002;Berglez, 2011;Deuze, 2007;Hesmondhalgh & Baker, 2011;Küng, 2008a;Malmelin & Virta, 2016;Mierzejewska, 2011; Mierzejewska & Hollifield, 2006, Nylund, 2013. There is both a theoretical and a practical need for research into creative industry organizations.

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Three Responses to the Methodological Challenges of Studying Strategizing*

Cited by 239 publications

References 68 publications

The political process of constructing a sustainable London Olympics sports development legacy

The political process of constructing a sustainable London Olympics sports development legacy

Toward a Theory of Coordinating: Creating Coordinating Mechanisms in Practice

Ambidextrous tensions: Dynamics of creative work in the media innovation process

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