Book contents
- Cambridge Handbook of Strategy as Practice
- Cambridge Handbook of Strategy as Practice
- Copyright page
- Contents
- Figures
- Tables
- Boxes
- Contributors
- Preface to the Third Edition
- Introduction: What Is Strategy as Practice?
- Part I Ontological and Epistemological Questions
- Part II Theoretical Resources: Social Theory
- Chapter 6 Structuration Theory: Giddens and Beyond
- Chapter 7 An Activity Theory Approach to Strategy as Practice
- Chapter 8 A Bourdieusian Perspective on Strategizing
- Chapter 9 A Wittgensteinian Perspective on Strategizing
- Chapter 10 A Foucauldian Perspective on Strategic Practice: Strategy as the Art of (Un)folding
- Chapter 11 A Narrativity Approach to Strategy as Practice: Strategy-Making from Texts and Narratives
- Chapter 12 Actor–Network Theory and Strategy as Practice
- Chapter 13 A Dramaturgical Framework for Strategy as Practice
- Chapter 14 Schatzki’s Practice Theory and Strategy as Practice
- Chapter 15 An Economies-of-Worth Perspective on Strategy as Practice: Dealing with Strategic Pluralism through Legitimation, Localization and Materialization
- Chapter 16 Strategy as a Performative Practice: A Self-Referential, Knowledge-Based Perspective
- Part III Theoretical Resources: Organization and Management Theories
- Part IV Methodological Resources
- Part V Substantive Topic Areas
- Index
- References
Chapter 6 - Structuration Theory: Giddens and Beyond
from Part II - Theoretical Resources: Social Theory
Published online by Cambridge University Press: 11 March 2025
Book contents
- Cambridge Handbook of Strategy as Practice
- Cambridge Handbook of Strategy as Practice
- Copyright page
- Contents
- Figures
- Tables
- Boxes
- Contributors
- Preface to the Third Edition
- Introduction: What Is Strategy as Practice?
- Part I Ontological and Epistemological Questions
- Part II Theoretical Resources: Social Theory
- Chapter 6 Structuration Theory: Giddens and Beyond
- Chapter 7 An Activity Theory Approach to Strategy as Practice
- Chapter 8 A Bourdieusian Perspective on Strategizing
- Chapter 9 A Wittgensteinian Perspective on Strategizing
- Chapter 10 A Foucauldian Perspective on Strategic Practice: Strategy as the Art of (Un)folding
- Chapter 11 A Narrativity Approach to Strategy as Practice: Strategy-Making from Texts and Narratives
- Chapter 12 Actor–Network Theory and Strategy as Practice
- Chapter 13 A Dramaturgical Framework for Strategy as Practice
- Chapter 14 Schatzki’s Practice Theory and Strategy as Practice
- Chapter 15 An Economies-of-Worth Perspective on Strategy as Practice: Dealing with Strategic Pluralism through Legitimation, Localization and Materialization
- Chapter 16 Strategy as a Performative Practice: A Self-Referential, Knowledge-Based Perspective
- Part III Theoretical Resources: Organization and Management Theories
- Part IV Methodological Resources
- Part V Substantive Topic Areas
- Index
- References
Summary
Richard Whittington explains how Giddens’s (1984) structuration theory can be applied to strategy as practice research. Giddens has been a key source of inspiration in seminal pieces of strategy as practice, especially in Whittington’s own influential work (Whittington 1992; 2006). Whittington explains that structuration theory offers a way to understand microlevel phenomena while placing them into a wider macro context, which makes it a particularly fruitful approach for strategy as practice. He offers on overview of how management researchers have already applied structuration theory but does not stop there. Instead, he explains that there is more to structuration theory than has been realized in previous research. In particular, he argues that structuration theory can help to better understand the role and agency of different types of strategic actors (employees, middle managers, consultants and planners) and advance systematic comparative analysis.
- Type
- Chapter
- Information
- Cambridge Handbook of Strategy as Practice , pp. 113 - 129Publisher: Cambridge University PressPrint publication year: 2025
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