Skip to main content Accessibility help
×
Hostname: page-component-f554764f5-246sw Total loading time: 0 Render date: 2025-04-17T22:18:15.909Z Has data issue: false hasContentIssue false

Part II - Theoretical Resources: Social Theory

Published online by Cambridge University Press:  11 March 2025

Damon Golsorkhi
Affiliation:
emlyon Business School
Linda Rouleau
Affiliation:
HEC Montréal
David Seidl
Affiliation:
Universität Zürich
Eero Vaara
Affiliation:
Saïd Business School, University of Oxford
Get access
Type
Chapter
Information
Publisher: Cambridge University Press
Print publication year: 2025

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Book purchase

Temporarily unavailable

References

References

Archer, M. (1995), Realist Social Theory. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Balogun, J. and Johnson, G. (2005), ‘From intended strategies to unintended outcomes: the impact of change recipient sensemaking’, Organization Studies, 26/11: 1573–601.CrossRefGoogle Scholar
Belmondo, C. and Sargis-Roussel, C. (2022), ‘The political dynamics of opening participation in strategy: the role of strategy specialists’ legitimacy and disposition to openness’, Organization Studies, 44/4.Google Scholar
Bourdieu, P. (1988), Homo Academicus. Redwood City, CA: Stanford University Press.Google Scholar
Chandler, A. D. (1962), Strategy and Structure: Chapters in the History of the American Industrial Enterprise. Cambridge, MA: MIT Press.Google Scholar
den Hond, F., Boersma, F. K., Heres, L., Kroes, E. H. and van Oirschot, E. (2012), ‘Giddens à la Carte? Appraising empirical applications of Structuration Theory in management and organization studies’, Journal of Political Power, 5/2: 239–64.CrossRefGoogle Scholar
Eisenhardt, K. M. (2021), ‘What is the Eisenhardt Method, really?Strategic Organization, 19/1: 147–60.CrossRefGoogle Scholar
Eisenhardt, K. M. and Graebner, M. E. (2007), ‘Theory building from cases: opportunities and challenges’, Academy of Management Journal, 50/1: 2532.CrossRefGoogle Scholar
Elbasha, T. and Avetisyan, E. (2018), ‘A framework to study strategizing activities at the field level: the example of CSR rating agencies’, European Management Journal, 36/1: 3846.CrossRefGoogle Scholar
Elbasha, T. and Thomas, L. (2022), ‘Strong structuration theory: an introduction and potentials’, in Thompson, N., Byrne, O., Jenkins, A., and Teague, B. (eds), Research Handbook on Entrepreneurship as Practice: 108–26. Cheltenham: Edward Elgar.Google Scholar
Englund, H., Gerdin, J. and Burns, J. (2020), ‘A structuration theory perspective on the interplay between strategy and accounting: unpacking social continuity and transformation’, Critical Perspectives on Accounting, 73(C): 101988.CrossRefGoogle Scholar
Farjoun, M., Smith, W., Langley, A. and Tsoukas, H. (eds) (2018), Dualities, Dialectics, and Paradoxes in Organizational Life. Oxford: Oxford University Press.CrossRefGoogle Scholar
Fauré, B. and Rouleau, L. (2011), ‘The strategic competence of accountants and middle managers in budget making’, Accounting, Organizations and Society, 36/3: 167–82.CrossRefGoogle Scholar
Feldman, M. S., Pentland, B. T., D’Adderio, L. and Lazaric, N. (2016), ‘Beyond routines as things: introduction to the special issue on routine dynamics’, Organization Science, 27/3: 505–13.CrossRefGoogle Scholar
Floyd, S. W., Cornelissen, M. W., Wright, M. and Delios, A. (2011), ‘Processes and practices of strategizing and organizing: review, development, and the role of bridging and umbrella constructs’, Journal of Management Studies, 48/5: 933–52.CrossRefGoogle Scholar
Giddens, A. (1976), New Rules of Sociological Method. London: Hutchinson.Google Scholar
Giddens, A. (1979), Central Problems of Social Theory. London: Macmillan.CrossRefGoogle Scholar
Giddens, A. (1984), The Constitution of Society. Cambridge: Polity.Google Scholar
Giddens, A. (1991). Modernity and Self-Identity. Cambridge. PolityGoogle Scholar
Giddens, A. (1992). The Transformation of Intimacy: Sexuality, Love and Eroticism in Modern Societies. Cambridge: Polity Press.Google Scholar
Hautz, J., Seidl, D. and Whittington, R. (2017), ‘Open strategy: dimensions, dilemmas, dynamics’, Long Range Planning, 50/3: 298309.CrossRefGoogle Scholar
Howard-Grenville, J. A. (2007), ‘Developing issue-selling effectiveness over time: issue selling as resourcing’, Organization Science, 18/4: 560–77.CrossRefGoogle Scholar
Jalonen, K., Schildt, H. and Vaara, E. (2018), ‘Strategic concepts as micro‐level tools in strategic sensemaking’, Strategic Management Journal, 39/10: 2794–826.CrossRefGoogle Scholar
Jarzabkowski, P. (2008), ‘Shaping strategy as a structuration process’, Academy of Management Journal, 51/4: 621–50.Google Scholar
Jarzabkowski, P. and Bednarek, R. (2018), ‘Toward a social practice theory of relational competing’, Strategic Management Journal, 39/3: 794829.CrossRefGoogle Scholar
Jarzabkowski, P. and Spee, P. (2009), ‘Strategy‐as‐practice: a review and future directions for the field’, International Journal of Management Reviews, 11/1: 6995.CrossRefGoogle Scholar
Jarzabkowski, P. and Wilson, D. C. (2002), ‘Top teams and strategy in a UK university’, Journal of Management Studies, 39/3: 355–81.CrossRefGoogle Scholar
Jarzabkowski, P., Kavas, M. and Krull, E. (2021), ‘It’s practice. But is it strategy? Reinvigorating strategy-as-practice by rethinking consequentiality’, Organization Theory, 2/3: 26317877211029665.CrossRefGoogle Scholar
Jarzabkowski, P., , J. and Balogun, J. (2019), ‘The social practice of coevolving strategy and structure to realize mandated radical change’, Academy of Management Journal, 62/3: 850–82.CrossRefGoogle Scholar
Johnson, G., Melin, L. and Whittington, R. (2003), ‘Micro strategy and strategizing: towards an activity‐based view’, Journal of Management Studies, 40/1: 322.CrossRefGoogle Scholar
Johnson, G., Langley, A., Melin, L. and Whittington, R. (2007), Strategy as Practice: Research Directions and Resources. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Kaplan, S. (2008), ‘Framing contests: strategy making under uncertainty’, Organization Science, 19/5: 729–52.CrossRefGoogle Scholar
Kaplan, S. (2011), ‘Strategy and PowerPoint: an inquiry into the epistemic culture and machinery of strategy making’, Organization Science, 22/2: 320–46.CrossRefGoogle Scholar
Kennedy, A., O’Gorman, C. and Lee, K. (2021). ‘Have your cake and eat it? Combining structure and agency in management research’, European Management Review, 18/4: 433–44.CrossRefGoogle Scholar
Knight, E., Paroutis, S. and Heracleous, L. (2018), ‘The power of PowerPoint: a visual perspective on meaning making in strategy’, Strategic Management Journal, 39/3: 894921.CrossRefGoogle Scholar
Kohtamäki, M., Whittington, R., Vaara, E. and Rabetino, R. (2022), ‘Making connections: harnessing the diversity of strategy‐as‐practice research’, International Journal of Management Reviews, 24/2: 210–32.CrossRefGoogle Scholar
Korom, P. (2020), ‘The prestige elite in sociology: toward a collective biography of the most cited scholars (1970–2010)’, The Sociological Quarterly, 61/1: 128–63.CrossRefGoogle Scholar
Langley, A. and Tsoukas, H. (2010), ‘Introducing perspectives on process organization studies’, Process, Sensemaking, and Organizing, 1/9: 127.Google Scholar
Lounsbury, M., Anderson, D. A. and Spee, P. (2021). ‘On practice and institution’, in Lounsbury, M., Anderson, D., and Spee, P. (eds), On Practice and Institution: New Empirical Directions, vol. 71: 128. Bingley, UK: Emerald Publishing.CrossRefGoogle Scholar
Mantere, S. (2008), ‘Role expectations and middle manager strategic agency’, Journal of Management Studies, 45/2: 294316.CrossRefGoogle Scholar
Mantere, S. and Vaara, E. (2008), ‘On the problem of participation in strategy: a critical discursive perspective’, Organization Science, 19/2: 341–58.CrossRefGoogle Scholar
Mantere, S. and Whittington, R. (2021), ‘Becoming a strategist: the roles of strategy discourse and ontological security in managerial identity work’, Strategic Organization, 19/4: 553–78.CrossRefGoogle Scholar
Netz, J., Svensson, M. and Brundin, E. (2020), ‘Business disruptions and affective reactions: a strategy-as-practice perspective on fast strategic decision making’, Long Range Planning, 53/5: 101910.CrossRefGoogle Scholar
Nicolini, D. (2012), Practice Theory, Work, and Organization: An Introduction. Oxford: Oxford University Press.Google Scholar
O’Boyle, B. (2013), ‘Reproducing the social structure: a Marxist critique of Anthony Giddens’s structuration methodology’, Cambridge Journal of Economics, 37/5: 1019–33.Google Scholar
Ortner, S. B. (2006), Anthropology and Social Theory: Culture, Power, and the Acting Subject. Durham, NC: Duke University Press.Google Scholar
Paroutis, S. and Heracleous, L. (2013), ‘Discourse revisited: dimensions and employment of first-order strategy discourse during institutional adoption’, Strategic Management Journal, 34/8: 935–56.CrossRefGoogle Scholar
Paroutis, S. and Pettigrew, A. M. (2007), ‘Strategizing in the multi-business firm: strategy teams at multiple levels and over time’, Human Relations, 60/1: 99135.CrossRefGoogle Scholar
Plotnikova, A., Pandza, K. and Sales-Cavalcante, H. (2021), ‘How strategy professionals develop and sustain an online strategy community – the lessons from Ericsson’, Long Range Planning, 54/5: 102015.CrossRefGoogle Scholar
Reckwitz, A. (2002), ‘Toward a theory of social practices: a development in culturalist theorizing’, European Journal of Social Theory, 5/2: 243–63.CrossRefGoogle Scholar
Roberts, J. (2014), ‘Testing the limits of structuration theory in accounting research’, Critical Perspectives on Accounting, 25/2: 135–41.CrossRefGoogle Scholar
Rouleau, L. (2005), ‘Micro-practices of strategic sensemaking and sensegiving: how middle managers interpret and sell change every day’, Journal of Management Studies, 42/7: 1413–41.CrossRefGoogle Scholar
Salvato, C. (2003), ‘The role of micro-strategies in the engineering of firm evolution’, Journal of Management Studies, 40/1: 83108.CrossRefGoogle Scholar
Samra-Fredericks, D. (2003), ‘Strategizing as lived experience and strategists’ everyday efforts to shape strategic direction’, Journal of Management Studies, 40/1: 141–74.CrossRefGoogle Scholar
Sandberg, J. and Tsoukas, H. (2015), ‘Practice theory: what it is, its philosophical base, and what it offers organization studies’, in Mir, R., Willmott, H., and Greenwood, M. (eds), The Routledge Companion to Philosophy in Organization Studies: 216–30. London: Routledge.Google Scholar
Schatzki, T. R., Knorr Cetina, K. and von Savigny, E. (eds), The Practice Turn in Contemporary Theory: 1–14. London: Routledge.Google Scholar
Seidl, D., Jarzabkowski, P. and Grossmann-Hensel, B. (2021), ‘Strategy as practice and routine dynamics’, in Feldman, M., Pentland, B., Dittrich, K., Rerup, C., and Seidl, D. (eds), Cambridge Handbook of Routine Dynamics: 481500. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Seidl, D., von Krogh, G. and Whittington, R. (2019), ‘Defining open strategy: dimensions, practices, impacts, and perspectives’, in Seidl, D., von Krogh, G., and Whittington, R (eds), Cambridge Handbook of Open Strategy: 926. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Smets, M., Aristidou, A. and Whittington, R. (2017), ‘Towards a practice-driven institutionalism’, in Greenwood, R., Oliver, C., Lawrence, T., and Meyer, R. (eds), The Sage Handbook of Organizational Institutionalism, 2: 384411. Thousand Oaks, CA: Sage.Google Scholar
Smets, M., Jarzabkowski, P., Burke, G. T. and Spee, P. (2015), ‘Reinsurance trading in Lloyd’s of London: balancing conflicting-yet-complementary logics in practice’, Academy of Management Journal, 58/3: 932–70.CrossRefGoogle Scholar
Stadler, C., Hautz, J., Matzler, K. and von den Eichen, S. F. (2021), Open Strategy: Mastering Disruption from outside the C-Suite. Cambridge, MA: MIT Press.CrossRefGoogle Scholar
Stones, R. (2005), Structuration Theory. Basingstoke: Palgrave Macmillan.CrossRefGoogle Scholar
Suddaby, R., Seidl, D. and , J. (2013), ‘Strategy-as-practice meets neo-institutional theory’, Strategic Organization, 11/3: 329–44.CrossRefGoogle Scholar
Vaara, E. and Whittington, R. (2012), ‘Strategy-as-practice: taking social practices seriously’, Academy of Management Annals, 6/1: 285336.CrossRefGoogle Scholar
Waisberg, I. and Nelson, A. (2018), ‘When the general meets the particular: the practices and challenges of interorganizational knowledge reuse’, Organization Science, 29/3: 432–48.CrossRefGoogle Scholar
Weick, K. E. (1995), Sensemaking in Organizations. Thousand Oaks, CA: Sage.Google Scholar
Whittington, R. (1989), Corporate Strategies in Recession and Recovery: Social Structures and Strategic Choice. London: Unwin Hyman.Google Scholar
Whittington, R. (1992), ‘Putting Giddens into action: social systems and managerial agency’, Journal of Management Studies, 29/6: 693712.CrossRefGoogle Scholar
Whittington, R. (2004), ‘Strategy after modernism: recovering practice’, European Management Review, 1/1: 62–8.CrossRefGoogle Scholar
Whittington, R. (2006), ‘Completing the practice turn in strategy research’, Organization Studies, 26/4: 613–34.Google Scholar
Whittington, R. (2019), Opening Strategy: Professional Strategists and Practice Change, 1960 to Today. Oxford: Oxford University PressCrossRefGoogle Scholar

References

Abdallah, C. and Langley, A. (2014), ‘The double edge of ambiguity in strategic planning’, Journal of Management Studies, 51/2: 235–64.CrossRefGoogle Scholar
Adler, P. (2005), ‘The evolving object of software development’, Organization, 12/3: 401–35.CrossRefGoogle Scholar
Allen, D., Karanasios, S. and Slavova, M. (2011), ‘Working with activity theory: context, technology, and information behavior’, Journal of the American Society for Information Science and Technology, 62/4: 776–88.CrossRefGoogle Scholar
Allen, D., Brown, A., Karanasios, S. and Norman, A. (2013), ‘How should technology-mediated organizational change be explained? A comparison of the contributions of critical realism and activity theory’, MIS Quarterly, 37/3: 835–54.CrossRefGoogle Scholar
Archer, M. S. (1982), ‘Morphogenesis versus structuration: on combining structure and action’, British Journal of Sociology, 33/4: 455–83.CrossRefGoogle Scholar
Balogun, J., Jarzabkowski, P. and Vaara, E. (2011), ‘Selling, resistance and reconciliation: a critical discursive approach to subsidiary role evolution in MNEs’, Journal of International Business, 42/6: 765–86.Google Scholar
Balogun, J., Jacobs, C. D., Jarzabkowski, P., Mantere, S. and Vaara, E. (2014), ‘Placing strategy discourse in context: sociomateriality, sensemaking, and power’, Journal of Management Studies, 51/2: 175201.CrossRefGoogle Scholar
Blackler, F. (1993), ‘Knowledge and the theory of organizations: organizations as activity systems and the reframing of management’, Journal of Management Studies, 30/6: 863–84.CrossRefGoogle Scholar
Blackler, F. (1995), ‘Knowledge, knowledge work and organizations: an overview and interpretation’, Organization Studies, 16/6: 1021–46.CrossRefGoogle Scholar
Blackler, F. and Regan, S. (2009), ‘Intentionality, agency, change: practice theory and management’, Management Learning, 40/2: 161–76.CrossRefGoogle Scholar
Blackler, F., Crump, N. and McDonald, S. (1999), ‘Managing experts and competing through innovation: an activity theoretical analysis’, Organization, 6/1: 531.CrossRefGoogle Scholar
Blackler, F., Crump, N. and McDonald, S. (2000), ‘Organizing processes in complex activity networks’, Organization, 7/2: 277300.CrossRefGoogle Scholar
Burke, G. T. and Wolf, C. (2021), ‘The process affordances of strategy toolmaking when addressing wicked problems’, Journal of Management Studies, 58/2: 35988.CrossRefGoogle Scholar
Burner, T. and Svendsen, B. (2020), ‘Activity Theory – Lev Vygotsky, Aleksei Leont’ev, Yrjö Engeström’, in Akpan, B., and Kennedy, T. J. (eds), Science Education in Theory and Practice. Springer Texts in Education: 311–22. Cham: Springer.Google Scholar
Chesbrough, H. W. and Appleyard, M. M. (2007), ‘Open innovation and strategy’, California Management Review, 50/1: 5776.CrossRefGoogle Scholar
Dawe, E. (1970), ‘The two sociologies’, British Journal of Sociology, 21/2: 207–18.CrossRefGoogle Scholar
Deken, F., Berends, H., Gemser, G. and Lauche, K. (2018), ‘Strategizing and the initiation of interorganizational collaboration through prospective resourcing’, Academy of Management Journal, 61/5: 1920–50.CrossRefGoogle Scholar
Denis, J. L., Lamothe, L. and Langley, A. (2001), ‘The dynamics of collective leadership and strategic change in pluralistic organizations’, Academy of Management Journal, 44/4: 809–37.CrossRefGoogle Scholar
Denis, J.-L., Langley, A. and Rouleau, L. (2007), ‘Strategizing in pluralistic contexts: rethinking theoretical frames’, Human Relations, 60/1: 179215.CrossRefGoogle Scholar
Engeström, Y. (1987), Learning by Expanding: An Activity-Theoretical Approach to Developmental Research. Helsinki: Orienta-Konsultit.Google Scholar
Engeström, Y. (1990), Learning, Working and Imagining: Twelve Studies in Activity Theory. Helsinki: Orienta-Konsultit.Google Scholar
Engeström, Y. (1993), ‘Developmental studies of work as a testbench of activity theory: the case of primary care medical practice’, in Chaiklin, S., and Lave, J. (eds), Understanding Practice: Perspectives on Activity and Context: 64103. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Engeström, Y. (1996), ‘Developmental work research as educational research’, Nordisk Pedagogik: Journal of Nordic Educational Research, 16/5: 131–43.Google Scholar
Engeström, Y. (2000), ‘Activity theory and the social construction of knowledge: a story of four umpires’, Organization, 7/2: 301–10.CrossRefGoogle Scholar
Engeström, Y. (2001), ‘Expansive learning at work: toward an activity theoretical reconceptualization’, Journal of Education and Work, 14/1: 133–56.CrossRefGoogle Scholar
Engeström, Y. (2009), ‘The future of activity theory: a rough draft’, in Sannino, A., Daniels, H., and Gutiérrez, K. D. (eds), Learning and Expanding with Activity Theory: 303–28. Cambridge: Cambridge University Press.Google Scholar
Engeström, Y. and Blackler, F. (2005), ‘On the life of the object’, Organization, 12/3: 307–30.CrossRefGoogle Scholar
Engeström, Y. and Sannino, A. (2011), ‘Discursive manifestations of contradictions in organizational change efforts: a methodological framework’, Journal of Organizational Change Management, 24/3: 368–87.CrossRefGoogle Scholar
Engeström, Y. and Sannino, A. (2021), ‘From mediated actions to heterogenous coalitions: four generations of activity-theoretical studies of work and learning’, Mind, Culture, and Activity, 28/1: 423.CrossRefGoogle Scholar
Engeström, Y., Kerosuo, H. and Kajamaa, A. (2007), ‘Beyond discontinuity: expansive organizational learning remembered’, Management Learning, 38/3: 319–36.CrossRefGoogle Scholar
Foot, K. A. (2002), ‘Pursuing an evolving object: a case study in object formation and identification’, Mind, Culture, and Activity, 9/2: 5683.CrossRefGoogle Scholar
Frawley, W. (1997), Vygotsky and Cognitive Science: Language and the Unification of the Social and Computational Mind. Cambridge, MA: Harvard University Press.CrossRefGoogle Scholar
Gherardi, S. (2008), ‘Situated knowledge and situated action: what do practice-based studies promise?’, in Barry, D., and Hansen, H. (eds), SAGE Handbook of the New and Emerging in Management and Organization: 516–27. London: Sage.Google Scholar
Gherardi, S. and Nicolini, D. (2001) ‘The sociological foundation of organizational learning’, in Dierkes, M., Berthoin Antal, A., Child, J., and Nonaka, I. (eds), Handbook of Organizational Learning and Knowledge: 3560. Oxford: Oxford University Press.CrossRefGoogle Scholar
Gond, J.-P., Cabantous, L. and Krikorian, F. (2018), ‘How do things become strategic? “Strategifying” corporate social responsibility’, Strategic Organization, 16/3: 241–72.CrossRefGoogle Scholar
Haefliger, S., Monteiro, E., Foray, D. and von Krogh, G. (2011), ‘Social software and strategy’, Long Range Planning, 44/5: 297316.CrossRefGoogle Scholar
Hautz, J., Seidl, D. and Whittington, R. (2017), ‘Open strategy: dimensions, dilemmas, dynamics’, Long Range Planning, 50/3: 298309.CrossRefGoogle Scholar
Hodgkinson, G., Whittington, R., Johnson, G. and Schwarz, M. (2006), ‘The role of strategy workshops in strategy development processes: formality, communication, coordination and inclusion’, Long Range Planning, 39/5: 479–96.CrossRefGoogle Scholar
Holman, D. (2000), ‘A dialogical approach to skill and skilled activity’, Human Relations, 53/7: 957–80.CrossRefGoogle Scholar
Hutchins, E. (1995), Cognition in the Wild. Cambridge, MA: MIT Press.CrossRefGoogle Scholar
Ilyenkov, E. V. (1977), Dialectical Logic: Essays on Its History and Theory. Moscow: Progress.Google Scholar
Ilyenkov, E. V. (1982), The Dialectics of the Abstract and the Concrete in Marx’s Capital. Moscow: Progress.Google Scholar
Jarzabkowski, P. (2003) ‘Strategic practices: an activity theory perspective on continuity and change’, Journal of Management Studies, 40/1: 2355.CrossRefGoogle Scholar
Jarzabkowski, P. (2005), Strategy as Practice: An Activity-Based View. London: Sage.CrossRefGoogle Scholar
Jarzabkowski, P. and Balogun, J. (2009), ‘The practice and process of delivering integration through strategic planning’, Journal of Management Studies, 46/8: 1255–88.CrossRefGoogle Scholar
Jarzabkowski, P. and Bednarek, R. (2018), ‘Toward a social practice theory of relational competing’, Strategic Management Journal, 39/3: 794829.CrossRefGoogle Scholar
Jarzabkowski, P. and Fenton, E. (2006), ‘Strategizing and organizing in pluralistic contexts’, Long Range Planning, 39/6: 631–48.CrossRefGoogle Scholar
Jarzabkowski, P. and Spee, A. P. (2009), ‘Strategy-as-practice: a review and future directions for the field’, International Journal of Management Reviews, 11/1: 6995.CrossRefGoogle Scholar
Jarzabkowski, P., Kavas, M. and Krull, E. (2021), ‘It’s practice. But is it strategy? Reinvigorating strategy-as-practice by rethinking consequentiality’, Organization Theory, 2/3: 113.CrossRefGoogle Scholar
Jarzabkowski, P., , J. and van de Ven, A. H. (2013), ‘Responding to competing strategic demands: how organizing, belonging and performing paradoxes co-evolve’, Strategic Organization, 11/3: 245–80.CrossRefGoogle Scholar
Jarzabkowski, P., Seidl, D. and Balogun, J. (2022), ‘From germination to propagation: two decades of Strategy-as-Practice research and potential future directions’, Human Relations, 75/8: 1533–59.CrossRefGoogle Scholar
Johnson, G., Melin, L. and Whittington, R. (2003), ‘Guest editors’ introduction: Micro strategy and strategizing: towards an activity-based view’, Journal of Management Studies, 40/1: 322.CrossRefGoogle Scholar
Kaplan, S. (2011), ‘Strategy and PowerPoint: an inquiry into the epistemic culture and machinery of strategy making’, Organization Science, 22/2: 320–46.CrossRefGoogle Scholar
Kaptelinin, V. and Nardi, B. (2006), Acting with Technology: Activity Theory and Interaction Design. Cambridge, MA: MIT Press.Google Scholar
Kerosuo, H. (2011), ‘Caught between a rock and a hard place: from individually experienced double binds to collaborative change in surgery’, Journal of Change Management, 24/3: 388–99.Google Scholar
Knight, E., Paroutis, S. and Heracleous, L. (2018), ‘The power of PowerPoint: a visual perspective on meaning making in strategy’, Strategic Management Journal, 39/3: 894921.CrossRefGoogle Scholar
Kozulin, A. (1999), Vygotsky’s Psychology: A Biography of Ideas. Cambridge, MA: Harvard University Press.Google Scholar
Leontiev, A. N. (1978), Activity, Consciousness and Personality. Englewood Cliffs, NJ: Prentice Hall.Google Scholar
Lockwood, D. (1964), ‘Social integration and system integration’, in Zollschan, G. K., and Hirsch, H. W. (eds), Explorations in Social Change: 244–57. Boston, MA: Houghton Mifflin.Google Scholar
Loscher, G., Splitter, V. and Seidl, D. (2018), ‘Theodore Schatzki’s theory and its implications for Organization Studies’, in Clegg, S., and Pinae Cunha, M. (eds), Management, Organizations and Contemporary Social Theory: 115–34. 1st edn. New York: Routledge.Google Scholar
Malopinsky, L. (2008), ‘Facilitating organizational change: the use of activity theory as a framework for social construction of strategy knowledge, unpublished PhD thesis. Indianapolis: Indiana University.Google Scholar
Mantere, S. and Vaara, E. (2008), ‘On the problem of participation in strategy: a critical discursive perspective’, Organization Science, 19/2: 341–58.CrossRefGoogle Scholar
Mantere, S. and Whittington, R. (2021), ‘Becoming a strategist: the roles of strategy discourse and ontological security in managerial identity work’, Strategic Organization, 19/4; 553–78.CrossRefGoogle Scholar
Miettinen, R. and Virkkunen, J. (2005), ‘Epistemic objects, artifacts and organizational change’, Organization, 12/3: 437–56.CrossRefGoogle Scholar
Miettinen, R., Samra-Fredericks, D. and Yanow, D. (2009), ‘Re-turn to practice: an introductory essay’, Organization Studies, 30/12: 1309–27.CrossRefGoogle Scholar
Mintzberg, H. and Waters, J. A. (1985), ‘Of strategies, deliberate and emergent’, Strategic Management Journal, 6/3: 257–72.CrossRefGoogle Scholar
Mirabeau, L. and Maguire, S. (2014), ‘From autonomous strategic behavior to emergent strategy’, Strategic Management Journal, 35/8: 1202–29.CrossRefGoogle Scholar
Nardi, B. A. (ed.) (1996a), Context and Consciousness: Activity Theory and Human–Computer Interaction. Cambridge, MA: MIT Press.Google Scholar
Nardi, B. A. (1996b), ‘Studying context: a comparison of activity theory, situated action models, and distributed cognition’, in Nardi, B. A. (ed.), Context and Consciousness: Activity Theory and Human–Computer Interaction: 69102. Cambridge, MA: MIT Press.Google Scholar
Nardi, B. A. (2005), ‘Objects of desire: power and passion in collaborative activity’, Mind, Culture, and Activity, 12/1: 3751.CrossRefGoogle Scholar
Nicolini, D. (2009), ‘Zooming in and out: studying practices by switching theoretical lenses and trailing connections’, Organization, 30/12: 1391–418.Google Scholar
Nicolini, D. (2012), Practice Theory, Work, and Organization: An Introduction. Oxford: Oxford University Press.Google Scholar
Omicini, A. and Ossowski, S. (2004), ‘Coordination and collaboration activities in cooperative information systems’, International Journal of Cooperative Information Systems, 13/1: 17.CrossRefGoogle Scholar
Orlikowski, W. J. (2002), ‘Knowing in practice: enacting a collective capability in distributed organizing’, Organization Science, 13/3: 249–73.CrossRefGoogle Scholar
Orlikowski, W. J. (2015), ‘Practice in research: phenomenon, perspective and philosophy’, in Gosorkhi, D., Rouleau, L., Seidl, D., and Vaara, E. (eds), Cambridge Handbook of Strategy as Practice: 2333. 2nd edn. Cambridge: Cambridge University Press.Google Scholar
Paroutis, S. and Heracleous, L. (2013), ‘Discourse revisited: dimensions and employment of first-order strategy discourse during institutional adoption’, Strategic Management Journal, 34/8: 935–56.CrossRefGoogle Scholar
Pettit, K. L. and Crossan, M. M. (2020), ‘Strategic renewal: beyond the functional resource role of occupational members’, Strategic Management Journal, 41/6: 1112–38.CrossRefGoogle Scholar
Rabardel, P. and Beguin, P. (2005), ‘Instrument mediated activity: from subject development to anthropocentric design’, Theoretical Issues in Ergonomics Science, 6/5: 429–61.CrossRefGoogle Scholar
Reckwitz, A. (2002), ‘Toward a theory of social practices: a development in culturalist theorizing’, European Journal of Social Theory, 5/2: 243–63.CrossRefGoogle Scholar
Rouleau, L. and Cloutier, C. (2022), ‘It’s strategy. But is it practice? Desperately seeking social practice in strategy-as-practice research’, Strategic Organization, 20/4: 722–33.CrossRefGoogle Scholar
Salvato, C. (2003), ‘The role of micro-strategies in the engineering of firm evolution’, Journal of Management Studies, 40/1: 83108.CrossRefGoogle Scholar
Sannino, A. (2020), ‘Enacting the utopia of eradicating homelessness: Toward a new generation of activity-theoretical studies of learning’, Studies in Continuing Education, 42/2: 163–79.CrossRefGoogle Scholar
Schatzki, T. R. (2001), ‘Practice mind-ed orders’, in Schatzki, T. R., Knorr Cetina, K., and von Savigny, E. (eds), The Practice Turn in Contemporary Theory: 4255. London: Routledge.Google Scholar
Schatzki, T. R. (2002), The Site of the Social: A Philosophical Account of the Constitution of Social Life and Change. University Park, PA: Pennsylvania State University Press.CrossRefGoogle Scholar
Schatzki, T. R. (2012), ‘A primer on practices: theory and research’, in Higgs, J., Barnett, R., Billett, S., Hutchings, M., and Trede, F. (eds), Practice, Education, Work and Society, vol. 6, Practice-Based Education: Perspectives and Strategies: 1326. Dordrecht: Sense Publishers.Google Scholar
Schatzki, T. R., Knorr Cetina, K. and von Savigny, E. (eds) (2001), The Practice Turn in Contemporary Theory. London: Routledge.Google Scholar
Seidl, D. and Werle, F. (2018), ‘Inter-organizational sensemaking in the face of strategic meta-problems: requisite variety and dynamics of participation’, Strategic Management Journal, 39/3: 830–58.CrossRefGoogle Scholar
Seidl, D. and Whittington, R. (2014), ‘Enlarging the strategy-as-practice research agenda: towards taller and flatter ontologies’, Organization Studies, 35/10: 1407–21.CrossRefGoogle Scholar
Sillince, J., Jarzabkowski, P. and Shaw, D. (2012), ‘Shaping strategic action through the rhetorical construction and exploitation of ambiguity’, Organization Science, 23/3: 630–50.CrossRefGoogle Scholar
Smets, M., Jarzabkowski, P., Burke, G. T. and Spee, A. P. (2015), ‘Reinsurance trading in Lloyd’s of London: balancing conflicting-yet-complementary logics in practice’, Academy of Management Journal, 58/3: 932–70.CrossRefGoogle Scholar
Smith, W. K. (2014), ‘Dynamic decision making: a model of senior leaders managing strategic paradoxes’, Academy of Management Journal, 57/6: 1592–623.CrossRefGoogle Scholar
Spee, A. P. and Jarzabkowski, P. (2009), ‘Strategy tools as boundary objects’, Strategic Organization, 7/2: 223–32.CrossRefGoogle Scholar
Spee, A. P. and Jarzabkowski, P. (2017), ‘Agreeing on what? Creating joint accounts of strategic change’, Organization Science, 28/1: 152–76.CrossRefGoogle Scholar
Spender, J.-C. (1995), ‘Organizations are activity systems, not merely systems of thought’, in Shrivastava, P., and Stubbart, C. (eds), Advances in Strategic Management: Challenges within the Mainstream, vol. B: 153–74. Greenwich, CT: JAI Press.Google Scholar
Splitter, V., Jarzabkowski, P. and Seidl, D. (2021), ‘Middle managers’ struggle over their subject position in open strategy processes’, Journal of Management Studies, published online 30 September 2021, doi:10.1111/joms.12776.CrossRefGoogle Scholar
Splitter, V., Dobusch, L., von Krogh, G., Whittington, R. and Walgenbach, P. (2023), ‘Openness as organizing principle: Introduction to the Special Issue’, Organization Studies, 44/1: 727.CrossRefGoogle ScholarPubMed
Stetsenko, A. (2005), ‘Activity as object-related: resolving the dichotomy of individual and collective planes of activity’, Mind, Culture, and Activity, 12/1: 7088.CrossRefGoogle Scholar
Suchman, L. (1987), Plans and Situated Actions. Cambridge: Cambridge University Press.Google Scholar
Turner, S. (1994), The Social Theory of Practices. Cambridge: Polity.Google Scholar
Vaara, E. and Whittington, R. (2012), ‘Strategy-as-practice: taking social practices seriously’, Academy of Management Annals, 6/1: 285336.CrossRefGoogle Scholar
Vaara, E., Kleymann, B. and Seristö, H. (2004), ‘Strategies as discursive constructions: the case of airline alliances’, Journal of Management Studies, 41/1: 135.CrossRefGoogle Scholar
Vaara, E., Sorsa, V. and Pälli, P. (2010), ‘On the force potential of strategy texts: a critical discourse analysis of a strategic plan and its power effects in a city organization’, Organization, 17/6: 685702.CrossRefGoogle Scholar
Vygotsky, L. (1978), Mind in Society: The Development of Higher Psychological Processes. Cambridge, MA: Harvard University Press.Google Scholar
Walker, K. (2004), ‘Activity systems and conflict resolution in an online professional communication course’, Business Communication Quarterly, 67/2: 182–97.CrossRefGoogle Scholar
Weiser, A., Jarzabkowski, P. and Laamanen, T. (2020), ‘Completing the adaptive turn: an integrative view of strategy implementation’, Academy of Management Annals, 14/2: 9691031.CrossRefGoogle Scholar
Wells, G. (2002), ‘The role of dialogue in activity theory’, Mind, Culture, and Activity, 9/1: 4366,CrossRefGoogle Scholar
Wells, G. (2007), ‘The mediating role of discoursing in activity’, Mind, Culture, and Activity, 14/3: 160–77.CrossRefGoogle Scholar
Wenzel, M. and Koch, J. (2018), ‘Strategy as staged performance: a critical discursive perspective on keynote speeches as a genre of strategic communication’, Strategic Management Journal, 39/3: 639–63.CrossRefGoogle Scholar
Wertsch, J. (1985), Vygotsky and the Social Formation of the Mind. Cambridge, MA: Harvard University Press.Google Scholar
Whittington, R. (2006), ‘Completing the practice turn in strategy research’, Organization Studies, 27/5: 613–34.CrossRefGoogle Scholar

References

Backwäll, L. (2022), ‘The coexistence of family, ownership, and business: conceptualizing entanglement and business family ownering’. Dissertation from Jönkoping University, https://www.diva-portal.org/smash/record.jsf?pid=diva2%3A1702492&dswid=-870.Google Scholar
Bourdieu, P. (1977), Outline of a Theory of Practice. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Bourdieu, P. (1984), Distinction: A Social Critique of the Judgement of Taste. London: Routledge & Kegan Paul.Google Scholar
Bourdieu, P. (1990a), The Logic of Practice. Cambridge: Polity.CrossRefGoogle Scholar
Bourdieu, P. (1990b), In Other Words: Essay towards a Reflexive Sociology. Cambridge: Polity.CrossRefGoogle Scholar
Bourdieu, P. (1998a), Practical Reason. Redwood City, CA: Stanford University Press.Google Scholar
Bourdieu, P. (1998b), Language and Symbolic Power. Cambridge, MA: Harvard University Press.Google Scholar
Bourdieu, P. (2000), Pascalian Meditations. Cambridge: Polity.Google Scholar
Bourdieu, P. (2002), Questions de sociologie. Paris: Éditions de Minuit.Google Scholar
Bourdieu, P. (2005), The Social Structures of the Economy. Cambridge: Polity.Google Scholar
Bourdieu, P. and Wacquant, L. (1992), An Invitation to Reflexive Sociology. Cambridge: Polity.Google Scholar
Bouty, I., Gomez, M.-L. and Chia, R. (2019), ‘Strategy emergence as wayfinding’, M@n@gement. 22/3, 438–65.Google Scholar
Burgelman, R. A., Floyd, S. W., Laamanen, T., Mantere, S., Vaara, E. and Whittington, R. (2018), ‘Strategy processes and practices: dialogues and intersections’, Strategic Management Journal 39/3: 531–58.CrossRefGoogle Scholar
Calhoun, C. (2003), ‘Pierre Bourdieu’, in Ritzer, G. (ed.), The Blackwell Companion to Major Classical Social Theorists: 274309. Malden, MA: Blackwell.Google Scholar
Chia, R. (2004), ‘Strategy-as-practice: reflections on the research agenda’, European Management Review, 1/1: 2934.CrossRefGoogle Scholar
Chia, R. and Holt, R. (2009), Strategy without Design: The Silent Efficacy of Indirect Action. Cambridge: Cambridge University Press.Google Scholar
Chia, R. and Holt, R. (2023), ‘Strategy, intentionality and success: four logics for explaining strategic action’, Organization Theory, 4/3: 125.CrossRefGoogle Scholar
Chia, R. and MacKay, B. (2007), ‘Post-processual challenges for the emerging strategy-as-practice perspective: discovering strategy in the logic of practice’, Human Relations, 60/1: 217–42.CrossRefGoogle Scholar
Chiapello, E. (2017), ‘Critical accounting research and neoliberalism’, Critical Perspectives on Accounting, 43: 4764.CrossRefGoogle Scholar
Darbi, W. P. K. and Knott, P. (2016), ‘Strategising practices in an informal economy setting: a case of strategic networking’, European Management Journal, 34: 400–13.CrossRefGoogle Scholar
de Clercq, D. and Voronov, M. (2009), ‘Toward a practice perspective of entrepreneurship: entrepreneurial legitimacy as habitus’, International Small Business Journal, 27/4: 395419.CrossRefGoogle Scholar
Dodd, S., Wilson, J., Bhaird, C. M. and Bisignano, A. P. (2018), ‘Habitus emerging: the development of hybrid logics and collaborative business models in the Irish craft beer sector’, International Small Business Journal, 36/6: 637–61.Google Scholar
Emirbayer, M. and Johnson, V. (2008), ‘Bourdieu and organizational analysis’, Theory and Society, 37/1: 144.CrossRefGoogle Scholar
Emirbayer, M. and Williams, E. (2005), ‘Bourdieu and social work’, Social Service Review, 79/4: 689724.CrossRefGoogle Scholar
Finau, G. and Chand, S. (2022), ‘Resistance is fertile: a Bourdieusian analysis of accounting and land reform in Fiji’, Critical Perspectives in Accounting, 91.CrossRefGoogle Scholar
Golsorkhi, D., Leca, B., Lounsbury, M. and Ramirez, C. (2009), ‘Analysing, accounting for and unmasking domination: on our role as scholars of practice, practitioners of social science and public intellectuals’, Organization, 16/6: 779–97.CrossRefGoogle Scholar
Gomez, M.-L. and Bouty, I. (2011), ‘The emergence of an influential practice: food for thought’, Organization Studies, 32/7: 921–40.CrossRefGoogle Scholar
Harvey, C., Yang, R., Mueller, F. and Maclean, M. (2020), ‘Bourdieu, strategy and the field of power’, Critical Perspectives on Accounting 73: 114.CrossRefGoogle Scholar
Jarzabkowski, P. (2004), Strategy as Practice: An Activity-Based Approach. London: Sage.Google Scholar
Jarzabkoswski, P., Kavas, M. and Krull, E. (2021), ‘It’s practice. But is it strategy? Reinvigorating strategy-as-practice by rethinking consequentiality’, Organization Theory, 2/1: 113.Google Scholar
Jarzabkowski, P., Seidl, D. and Balogun, J. (2022), ‘From germination to propagation: two decades of Strategy-as-Practice research and potential future directions’, Human Relations, 75/8:CrossRefGoogle Scholar
Kalogeropoulos, T., Leopoulos, V., Kyritopoulos, K. and Ventura, Z. (2020), ‘Project-as-practice: applying Bourdieu’s theory of practice on project managers’, Project Management Journal, 51/6: 599616.CrossRefGoogle Scholar
Kerr, R. and Robinson, S. (2012), ‘From symbolic violence to economic violence: the globalizing of the Scottish banking elite’, Organization Studies, 33/2: 247–66.CrossRefGoogle Scholar
Kohtamäki, M, Whittington, R., Vaara, E. and Rabetino, R. (2022), ‘Making connections: harnessing the diversity of strategy-as-practice research’, International Journal of Management Reviews, 24: 210–32.CrossRefGoogle Scholar
Kouamé, S. and Langley, A. (2018), ‘Relating microprocesses to macro-outcomes in qualitative strategy process and practice research’, Strategic Management Journal, 39/3: 559–81.CrossRefGoogle Scholar
Lawrence, T. B. and Phillips, N. (2019), Constructing Organizational Life: How Social-Symbolic Work Shapes Selves, Organizations, and Institutions. Oxford: Oxford University Press.CrossRefGoogle Scholar
Lawrence, T. B., Suddaby, R. and Leca, B. (2009), Institutional Work: Actors and Agency in Institutional Studies of Organizations. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Lawrence, T. B., Suddaby, R. and Leca, B. (2011), Institutional Work: Actors and Agency in Institutional Studies of Organizations. Cambridge: Cambridge University Press.Google Scholar
Lounsbury, M. and Crumley, E. T. (2007), ‘New practice creation: an institutional perspective on innovation’, Organization Studies, 28/7: 9931012.CrossRefGoogle Scholar
MacKay, B., Chia, R. and Nair, A. K. (2021), ‘Strategy-in-practices: a process philosophical approach to understanding strategy emergence and organizational outcomes’, Human Relations, 74/9: 1337–69.CrossRefGoogle Scholar
MacLean, M., Harvey, C. and Chia, R. (2010), ‘Dominant corporate agents and the power elite in France and Britain’, Organization Studies, 31/3: 327–48.CrossRefGoogle Scholar
MacLean, M., Harvey, C. and Chia, R. (2012), ‘Reflexive practice and the making of elite business careers’, Management Learning, 43/4: 385404.CrossRefGoogle Scholar
MacLean, M., Harvey, C. and Kling, G. (2014), ‘Pathways to power: class, hyper-agency and the French corporate elite’, Organization Studies, 35/6: 825–55.CrossRefGoogle Scholar
Malsch, B. and Gendron, Y. (2013), ‘Re-theorizing change’, Journal of Management Studies, 50: 870–99.Google Scholar
Malsch, B., Gendron, Y. and Grazzini, F. (2011), ‘Investigating interdisciplinary translations: the influence of Pierre Bourdieu on accounting literature’, Accounting, Auditing & Accountability Journal, 24/2: 194228.CrossRefGoogle Scholar
Mintzberg, H., Ahlstrand, B. and Lampel, J. (2008), Strategy Safari, 2nd edn. Edinburgh Gate: Pearson Education.Google Scholar
Mutch, A. (2007), ‘Reflexivity and the institutional entrepreneur: a historical exploration’, Organization Studies, 28/7: 1123–40.CrossRefGoogle Scholar
Oakes, L. S., Townley, B. and Cooper, D. J. (1998), ‘Business planning as pedagogy: language and control in a changing institutional field’, Administrative Science Quarterly, 43/2: 257–92.CrossRefGoogle Scholar
Özbilgin, M. and Tatti, A. (2005), ‘Book review essay: understanding Bourdieu’s contribution to organization and management studies’, Academy of Management Review, 30/4: 855–77.Google Scholar
Perray-Redslob, L. and Morales, J. (2023), ‘Resisting accounting in the name of discipline’, Accounting, Auditing & Accountability Journal, 36/1: 378402CrossRefGoogle Scholar
Pratap, S. and Sahan, B. (2018), ‘Evolving efficacy of managerial capital, contesting managerial practices, and the process of strategic renewal’, Strategic Management Journal, 39: 759–93.CrossRefGoogle Scholar
Prieto, L. and Wang, M. (2010), ‘Strategizing of China’s major players: a Bourdieusian perspective’, Journal of Organizational Change Management, 23/3: 300–24.CrossRefGoogle Scholar
Rasche, R. and Chia, R. (2009), ‘Researching strategy practices: a genealogical social theory perspective’, Organization Studies, 30/7: 713–34.CrossRefGoogle Scholar
Rouleau, L. and Cloutier, C. (2022), ‘It’s strategy. But is it practice?: Desperately seeking social practice in strategy-as-practice research’, Strategic Organization, 20/4: 112.CrossRefGoogle Scholar
Sandberg, J. and Tsoukas, H. (2011), ‘Grasping the logic of practice: theorizing through practical rationality’, Academy of Management Review, 36/2: 338–60.Google Scholar
Schatzki, T. R. (1997), ‘Practices and actions: a Wittgensteinian critique of Bourdieu and Giddens’, Philosophy of the Social Sciences, 27/3: 283308.CrossRefGoogle Scholar
Seidl, D. and Whittington, R. (2014), ‘Enlarging the strategy-as-practice research agenda: towards taller and flatter ontologies’, Organization Studies, 35/10: 1407–31.CrossRefGoogle Scholar
Shymko, Y. and Roulet, T. J. (2017), ‘When does Medici hurt da Vinci? Mitigating the signaling effect of extraneous stakeholder relationships in the field of cultural production’, Academy of Management Journal, 60/4: 1307–38.CrossRefGoogle Scholar
Shymko, Y., Roulet, T. and de Melo Pimentel, B. (2022), ‘The façade, the face, and the sympathies: opening the black box of symbolic capital as a source of philanthropic attractiveness’, Organization Science, 34/2: 870–93.Google Scholar
Splitter, V. and Seidl, D. (2011), ‘Does practice-based research on strategy lead to practically relevant knowledge? Implications of a Bourdieusian perspective’, Journal of Applied Behavioral Science, 47/1: 98120.CrossRefGoogle Scholar
Splitter, V., Seidl, D. and Whittington, R. (2019), ‘Practice-theoretical perspectives on open strategy: implications of a strong programme’, in Seidl, D., Von Krogh, G., and Whittington, R. (eds), Cambridge Handbook of Open Strategy: 221–40. Cambridge: Cambridge University Press.Google Scholar
Stringfellow, L., Shaw, E. and Maclean, M. (2014), ‘Apostasy versus legitimacy: relational dynamics and routes to resource acquisition in entrepreneurial ventures’, International Small Business Journal, 32/5: 571–92.CrossRefGoogle Scholar
Vaara, E. and Durand, R. (2012), ‘How to make strategy research connect with broader issues that matter?’, Strategic Organization, 10/3: 248–55.CrossRefGoogle Scholar
Vaara, E. and Faÿ, E. (2011), ‘How can a Bourdieusian perspective aid the analysis of MBA education?’, Academy of Management Learning and Education, 10/1: 2739.CrossRefGoogle Scholar
Vaara, E. and Whittington, R. (2012), ‘Strategy as practice: taking social practices seriously’, Academy of Management Annals, 6/1: 285336.CrossRefGoogle Scholar
van Hilten, A. (2021), ‘A theory of (research) practice makes sense in sensemaking: applying Bourdieu’s critical social theory to the study of sensemaking change’, Journal of Organizational Change Management, 34/4: 794809.CrossRefGoogle Scholar
Wiedner, R., Barrett, M. and Oborn, E. (2017), ‘The emergence of change in unexpected places: resourcing across organizational practices in strategic change’, Academy of Management Journal, 60/3: 823–54.CrossRefGoogle Scholar
Zietsma, C. and Lawrence, T. B. (2010), ‘Institutional work in the transformation of an organizational field: the interplay of boundary work and practice work’, Administrative Science Quarterly, 55/2: 189221.CrossRefGoogle Scholar

References

Ansoff, H. I. (1991), ‘Critique of Henry Mintzberg’s The Design School: reconsidering the basic premises of strategic management’, Strategic Management Journal, 12: 449–61.CrossRefGoogle Scholar
Astley, W. G. and Zammuto, R. F. (1992), ‘Organization science, managers and language games’, Organization Science, 3: 443–60.CrossRefGoogle Scholar
Balogun, J., Jacobs, C., Jarzabkowski, P. Mantere, S. and Vaara, E. (2014), ‘Placing strategy discourse in context: sociomateriality, sensemaking and power’, Journal of Management Studies, 51: 175201.CrossRefGoogle Scholar
Barry, D. and Elmes, M. (1997a), ‘Strategy retold: toward a narrative view of strategy discourse’, Academy of Management Review, 22: 429–52.CrossRefGoogle Scholar
Barry, D. and Elmes, M. (1997b), ‘On paradigms and narratives: Barry and Elmes’s response’, Academy of Management Review, 22: 847–9.Google Scholar
Beech, N. (2008), ‘On the nature of dialogic identity work’, Organization, 15: 5174.CrossRefGoogle Scholar
Beyer, J. M. (1992), ‘Metaphors, misunderstandings and mischief: a commentary’, Organization Science, 3: 467–74.CrossRefGoogle Scholar
Bourdieu, P. (1977), Outline of a Theory of Practice. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Burgelman, R. A., Floyd, S. W., Laamanen, T., Mantere, S., Vaara, E. and Whittington, R. (2018), ‘Strategy processes and practices: dialogues and intersections’, Strategic Management Journal, 39: 531–58.CrossRefGoogle Scholar
Chia, R. and Holt, R. (2006), ‘Strategy as practical coping: a Heideggerian perspective’, Organization Studies, 27: 635–55.CrossRefGoogle Scholar
Chia, R. and Holt, R. (2008), ‘On managerial knowledge’, Management Learning, 39:141–58.CrossRefGoogle Scholar
Cornelissen, J., Mantere, S. and Vaara, E. (2014), ‘The contraction of meaning: the combined effect of communication, emotion and materiality on sensemaking in the Stockwell shooting’, Journal of Management Studies, 51: 699736.CrossRefGoogle Scholar
Donaldson, L. (1995), ‘The Weick Stuff: managing beyond games’, Organization Science, 3: 461–6.Google Scholar
Ezzamel, M. and Willmott, H. (2008), ‘Strategy as discourse in a global retailer: a supplement to rationalist and interpretive accounts’, Organization Studies, 29: 191217.CrossRefGoogle Scholar
Giddens, A. (1984), The Constitution of Society. Berkeley, CA: California University Press.Google Scholar
Glock, H. (1996), A Wittgenstein Dictionary. London: Blackwell.CrossRefGoogle Scholar
Gylfe, P., Franck, H., Lebaron, C. and Mantere, S. (2016), ‘Video methods in strategy research: focusing on embodied cognition’, Strategic Management Journal, 37: 133–48.CrossRefGoogle Scholar
Hamel, G. and Prahalad, C. K. (1994), Competing for the Future. Cambridge, MA: Harvard Business School Press.Google Scholar
Hardy, C., Palmer, I. and Phillips, N. (2000), ‘Discourse as a strategic resource’, Human Relations, 53: 1227–48.CrossRefGoogle Scholar
Hassard, J. (1988), ‘Overcoming hermeticism in organization theory: an alternative to paradigm incommensurability’, Human Relations, 41: 247–59.CrossRefGoogle Scholar
Holt, R. and Mueller, F. (2011), ‘Wittgenstein, Heidegger and drawing lines in organization studies’, Organization Studies, 32: 6784.CrossRefGoogle Scholar
Ireland, D. R. and Hitt, M. A. (1997), ‘“Strategy-as-Story”: clarifications and enhancements to Barry and Elmes’ arguments’, Academy of Management Review, 22: 844–7.Google Scholar
Jacobides, M. G., Cennamo, C. and Gawer, A. (2018), ‘Towards a theory of ecosystems’, Strategic Management Journal, 39: 2255–76.CrossRefGoogle Scholar
Jalonen, K., Schildt, H. and Vaara, E. (2018), ‘Strategic concepts as micro‐level tools in strategic sensemaking’, Strategic Management Journal, 39: 2794–826.CrossRefGoogle Scholar
Johnson, G., Langley, A., Melin, L. and Whittington, R. (2007), Strategy as Practice. Research Directions and Resources. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Kaplan, S. (2010), ‘Strategy and PowerPoint: an inquiry into the epistemic culture and machinery of strategy making’, Organization Science, 22: 320346.Google Scholar
Ketokivi, M., Mantere, S. and Cornelissen, J. (2017), ‘Reasoning by analogy and the progress of theory’, Academy of Management Review, 42/4: 637–58.CrossRefGoogle Scholar
Knights, D. and Morgan, G. (1991), ‘Corporate strategy, organizations and subjectivity: a critique’, Organization Studies, 12: 251–73.CrossRefGoogle Scholar
Kripke, S. (1982), Wittgenstein on Rules and Private Language. Cambridge, MA: Harvard University Press.Google Scholar
Küpers, W., Mantere, S. and Statler, M. (2013), ‘Strategy as storytelling a phenomenological collaboration’, Journal of Management Inquiry, 22: 83100.CrossRefGoogle Scholar
Laine, P. and Vaara, E. (2007), ‘Struggling over subjectivity: a discursive analysis of strategic development in an engineering group’, Human Relations, 60: 2958.CrossRefGoogle Scholar
Lyotard, J.-F. (1986), The Postmodern Condition: A Report on Knowledge. Manchester: Manchester University Press.Google Scholar
Mantere, S. (2008), ‘Role expectations and middle manager strategic agency’, Journal of Management Studies, 45: 294316.CrossRefGoogle Scholar
Mantere, S. (2013), ‘What is organizational strategy? A language-based view’, Journal of Management Studies, 50: 1408–26.CrossRefGoogle Scholar
Mantere, S. and Vaara, E. (2008), ‘On the problem of participation in strategy: a critical discursive perspective’, Organization Science, 19: 341–58.CrossRefGoogle Scholar
Mauws, M. K. and Phillips, N. (1995), ‘Understanding language games’, Organization Science, 6: 322–34.CrossRefGoogle Scholar
Mintzberg, H. (1978), ‘Patterns of strategy formation’, Management Science, 24: 934–48.CrossRefGoogle Scholar
Mintzberg, H. (1990), ‘The Design School: reconsidering the basic premises of strategic management’, Strategic Management Journal, 11: 171–95.CrossRefGoogle Scholar
Mintzberg, H. (1991), ‘Learning 1, Planning 0: reply to Igor Ansoff’, Strategic Management Journal, 12: 463–6.CrossRefGoogle Scholar
Monk, R. (1990), Ludwig Wittgenstein: The Duty of Genius. New York: Penguin.Google Scholar
Oakes, L., Townley, B. and Cooper, D. (1998), ‘Business planning as pedagogy: language and control in a changing institutional field’, Administrative Science Quarterly, 43: 257–92.CrossRefGoogle Scholar
Porter, M. (1996), ‘What is strategy?’, Harvard Business Review, 74, November–December: 6178.Google Scholar
Powell, T. C. (2001), ‘Competitive advantage: logical and philosophical considerations’, Strategic Management Journal, 22: 875–88.CrossRefGoogle Scholar
Rao, M. V. H. and Pasmore, W. A. (1989), ‘Knowledge and interests in Organization Studies: A conflict of interpretations’, Organization Studies, 10: 225–39.Google Scholar
Regnér, P. (2003), ‘Strategy creation in the periphery: inductive versus deductive strategy making’, Journal of Management Studies, 40/1: 5782.CrossRefGoogle Scholar
Rindova, V. P., Becerra, M. and Contardo, I. (2004), ‘Enacting competitive wars: competitive activity, language games and market consequences’, Academy of Management Review, 29: 670–86.CrossRefGoogle Scholar
Samra-Fredericks, D. (2003), ‘Strategizing as lived experience and strategists’ everyday efforts to shape strategic direction’, Journal of Management Studies, 40: 141–74.CrossRefGoogle Scholar
Samra-Fredericks, D. (2005), ‘Strategic practice, “discourse” and the everyday interactional constitution of “power effects”’, Organization, 12: 803–41.CrossRefGoogle Scholar
Schatzki, T. R. (1997), ‘Practices and actions: a Wittgensteinian critique of Bourdieu and Giddens’, Philosophy of the Social Sciences, 27: 283308.CrossRefGoogle Scholar
Schatzki, T. R. (2001), ‘Introduction: practice theory’, in Schatzki, T. R., Knorr-Cetina, K., and von Savigny, E. (eds), The Practice Turn in Contemporary Theory: 1023. London: Routledge.Google Scholar
Schildt, H. A., Mantere, S. and Vaara, E. (2011), ‘Reasonability and the linguistic division of labor in institutional work’, Journal of Management Inquiry, 20: 82–6.CrossRefGoogle Scholar
Seidl, D. (2007), ‘General strategy concepts and the ecology of strategy discourses: a systemic-discursive perspective’, Organization Studies, 28: 197218.CrossRefGoogle Scholar
Shepherd, D. A. and Sutcliffe, K. M. (2015), ‘The use of anthropomorphizing as a tool for generating organizational theories’, Academy of Management Annals, 9: 97142.CrossRefGoogle Scholar
Shotter, J. (2005), ‘“Inside the Moment of Managing”: Wittgenstein and the everyday dynamics of our expressive-responsive activities’, Organization Studies, 26: 113–35.CrossRefGoogle Scholar
Shotter, J. (2008), ‘Dialogism and polyphony in organizing theorizing in organization studies: action guiding anticipations and the continuous creation of novelty’, Organization Studies, 29: 501–24.CrossRefGoogle Scholar
Shrivastava, P. (1986), ‘Is strategic management ideological?’, Journal of Management, 12: 363–77.CrossRefGoogle Scholar
Tsoukas, H. and Vladimirou, E. (2001), ‘What is organizational knowledge?’, Journal of Management Studies, 38: 973–93.CrossRefGoogle Scholar
Vaara, E. (2010), ‘Taking the linguistic turn seriously: strategy as a multifaceted and interdiscursive phenomenon’, in Baum, J. A. C., and Lampel, J. (eds), The Globalization of Strategy Research, Advances in Strategic Management, vol. 27: 2950. Bingley, UK: Emerald Group Publishing.CrossRefGoogle Scholar
Vaara, E. and Whittington, R. (2012), ‘Strategy-as-practice: taking social practices seriously’, Academy of Management Annals, 6/1: 285336.CrossRefGoogle Scholar
Wenzel, M. and Koch, J. (2018), ‘Strategy as staged performance: a critical discursive perspective on keynote speeches as a genre of strategic communication’, Strategic Management Journal, 39: 639–63.CrossRefGoogle Scholar
Whittington, R. (2006), ‘Completing the practice turn in strategy research’, Organization Studies, 27: 613–34.CrossRefGoogle Scholar
Whittington, R. (2007), ‘Strategy practice and strategy process: family differences and the sociological eye’, Organization Studies, 28: 1575–86.CrossRefGoogle Scholar
Whittington, R., Jarzabkowski, P., Mayer, M., Mounoud, E., Nahapiet, J. and Rouleau, L. (2003), ‘Taking strategy seriously. responsibility and reform for an important social practice’, Journal of Management Inquiry, 12: 396409.CrossRefGoogle Scholar
Wittgenstein, L. (2001 [1921]), Tractatus Logico Philosophicus. London: Routledge.Google Scholar
Wittgenstein, L. (1951), Philosophical Investigations. Oxford: Basil Blackwell.Google Scholar
Wittgenstein, L. (1969–1975), On Certainty (Uber Gewissheit). Oxford: Basil Blackwell.Google Scholar
Wittgenstein, L. (1976), ‘Cause and effect: intuitive awareness’, Philosophia, 6: 409–25.CrossRefGoogle Scholar

References

Allard-Poesi, F. (2006), ‘La stratégie comme pratique(s): ce que faire de la stratégie veut dire’, in Golsorkhi, D. (ed.), La fabrique de la stratégie: Une perspective multidimensionnelle: 2747. Paris: Vuibert.Google Scholar
Allard-Poesi, F. (2009), ‘La stratégie comme art de se déplier’, in Golsorkhi, D., Huault, I., and Leca, B. (eds), Les études critiques en management: Une perspective française: 163–84. Laval: Eska.Google Scholar
Allard-Poesi, F. and Cabantous, L. (2021), ‘Strategizing’, in Cooren, F., and Stücheli-Herlach, P. (eds), Handbook of Management Communication: 195211. Berlin: De Gruyter Mouton.CrossRefGoogle Scholar
Alvesson, M. and Kärreman, D. (2011), ‘Decolonializing discourse: critical reflections on organizational discourse analysis’, Human Relations, 64/9: 1121–46.CrossRefGoogle Scholar
Brighenti, A. (2007), ‘Visibility: a category for the social sciences’, Current Sociology, 55/3: 323–42.CrossRefGoogle Scholar
Calàs, M. and Smircich, L. (1988), ‘Reading leadership as a form of cultural analysis’, in Hunt, J. G., Baliga, R. D., Dachler, H. P., and Schriesheim, C. A. (eds), Emerging Leadership Vistas: 201–26. Lexington, MA: Lexington Books.Google Scholar
Carmora, S., Ezzamel, M. and Gutiérrez, F. (2002), ‘The relationship between accounting and spatial practices in the factory’, Accounting, Organizations and Society, 27/3: 239–74.Google Scholar
Chan, A. (2000), ‘Redirecting critique in postmodern organization studies: the perspective of Foucault’, Organization Studies, 21/6: 1059–75.CrossRefGoogle Scholar
Copeland, T. E. (2000), Valuation: Measuring and Managing the Value of Companies, 3rd edn. Hoboken, NJ: John Wiley.Google Scholar
Cuganesan, S., Dunford, R. and Palmer, I. (2012), ‘Strategic management accounting and strategy practices within a public sector agency’, Management Accounting Research, 23/4: 245–60.CrossRefGoogle Scholar
Deleuze, G. (1988), Foucault. Minneapolis, MN: University of Minnesota Press.Google Scholar
Dick, P. and Collins, D. (2014), ‘Discipline and punish? Strategy discourse, senior manager, subjectivity and contradictory power effects’, Human Relations, 67/2: 1513–36.CrossRefGoogle Scholar
DiMaggio, P. and Powell, W. (1983), ‘The iron cage revisited: institutional isomorphism and collective rationality in organizational fields’, American Sociological Review, 48/2: 147–60.CrossRefGoogle Scholar
Ezzamel, M. and Willmott, H. (2008), ‘Strategy as discourse in a global retailer: a supplement to rationalist and interpretive accounts’, Organization Studies, 29/2: 191217.CrossRefGoogle Scholar
Ezzamel, M. and Willmott, H. (2010), ‘Strategy and strategizing: a poststructuralist perspective’, in Baum, J. A. C., and Lampel, J. (eds), Advances in Strategic Management, vol. XXVII, The Globalization of Strategy Research: 75109. Bingley, UK: Emerald Publishing.CrossRefGoogle Scholar
Ezzamel, M., Willmott, H. and Worthington, F. (2008), ‘Manufacturing shareholder value: the role of accounting in organizational transformation’, Accounting, Organizations and Society, 33/2–3: 107–40.CrossRefGoogle Scholar
Ezzamel, M., Robson, K., Stapleton, P. and McLean, C. (2007), ‘Discourse and institutional change: “giving accounts” and accountability’, Management Accounting Research, 18/2: 150–71.CrossRefGoogle Scholar
Foucault, M. (1969), L’archéologie du savoir. Paris: Gallimard.Google Scholar
Foucault, M. (1971), L’ordre du discours. Paris: Gallimard.Google Scholar
Foucault, M. (1975), Surveiller et punir: Naissance de la prison. Paris: Gallimard.Google Scholar
Foucault, M. (1976), Histoire de la sexualité, vol. I, La volonté de savoir. Paris: Gallimard.Google Scholar
Foucault, M. (1980), Power/Knowledge: Selected Interviews and Other Writings 1972–1977, ed. Gordon, C. Brighton: Harvest Press.Google Scholar
Foucault, M. (1982), ‘The subject and power’, in Dreyfus, H. L., and Rabinow, P. (eds), Michel Foucault: Beyond Structuralism and Hermeneutics: 208–26. Chicago: University of Chicago Press.Google Scholar
Foucault, M. (1984a), Histoire de la sexualité, vol. II, L’usage des plaisirs. Paris: Gallimard.Google Scholar
Foucault, M. (1984b), Histoire de la sexualité, vol. III, Le souci de soi. Paris: Gallimard.Google Scholar
Foucault, M. (1991), ‘Politics and the study of discourse’, in Burchell, G., Gordon, C., and Miller, P. (eds), The Foucault Effect: Studies in Governmentality: 5372. Chicago: University of Chicago Press.Google Scholar
Foucault, M. (2001a [1974]), ‘La vérité et les formes juridiques’, in Defert, D., and Ewald, F. (eds), Michel Foucault: Dits et écrits, vol. II, 1976–1988: 1406–514. Paris: Gallimard.Google Scholar
Foucault, M. (2001b [1978]), ‘La “gouvernementalité”, cours du Collège de France, 1977–1978, “Sécurité, territoire et population”, 4ième leçon, 1er février 1978’, in Defert, D., and Ewald, F. (eds), Michel Foucault: Dits et écrits, vol. II, 1976–1988: 635–57. Paris: Gallimard.Google Scholar
Foucault, M. (2001c [1983]), ‘“L’écriture de soi”, corps écrit, 5: l’autoportrait’, in Defert, D., and Ewald, F. (eds), Michel Foucault: Dits et écrits, vol. II, 1976–1988: 1234–49. Paris: Gallimard.Google Scholar
Foucault, M. (2001d [1983]), ‘“Structuralisme et poststructuralisme”; entretien avec G. Raulet’, in Defert, D., and Ewald, F. (eds), Michel Foucault: Dits et écrits, vol. II, 1976–1988: 1250–76. Paris: Gallimard.Google Scholar
Foucault, M. (2001e [1984]), ‘L’éthique du souci de soi comme pratique de la liberté; entretien avec H. Becker, R. Fornet-Betancourt et A. Gomez-Müller’, in Defert, D., and Ewald, F. (eds), Michel Foucault: Dits et écrits, vol. II, 1976–1988: 1527–48. Paris: Gallimard.Google Scholar
Foucault, M. (2001f [1988]), ‘Technologies of the self’, in Defert, D., and Ewald, F. (eds), Michel Foucault: Dits et écrits, vol. II, 1976–1988: 1602–32. Paris: Gallimard.Google Scholar
Giddens, A. (1991), Modernity and Self-Identity. Cambridge: Polity.Google Scholar
Gordon, R., Clegg, S. and Kornberger, M. (2009), ‘Embedded ethics: discourse and power in the New South Wales Police Service’, Organization Studies, 30/1, 7399.CrossRefGoogle Scholar
Greenwood, R., Suddaby, R. and Hinings, C. (2002), ‘Theorizing change: the role of professional associations in the transformation of institutionalized fields’, Academy of Management Journal, 45/1: 5880.CrossRefGoogle Scholar
Hendry, J. and Seidl, D. (2003), ‘The structure and significance of strategic episodes: social systems theory and the routine practices of strategic change’, Journal of Management Studies, 40/1: 175–96.CrossRefGoogle Scholar
Hopper, T. and Macintosh, N. (1998), ‘Management accounting numbers: freedom or prison – Geenen versus Foucault’, in McKinlay, A., and Starkey, K. (eds), Foucault, Management and Organization Theory: 126–50. London: Sage.Google Scholar
Hoskin, K., Macve, R. and Stone, J. (2006), ‘Accounting and strategy: towards understanding the historical genesis of modern business and military strategy’, in Bhimani, A. (ed.), Contemporary Issues in Management Accounting: 165–90. Oxford: Oxford University Press.Google Scholar
Hung, S.-C. and Whittington, R. (1997), ‘Strategy and institutions: a pluralistic account of strategies in the Taiwanese computing industry’, Organization Studies, 18/4: 551–75.CrossRefGoogle Scholar
Jarzabkowski, P. (2003), ‘Strategic practices: an activity theory perspective on continuity and change’, Journal of Management Studies, 40/1: 2855.CrossRefGoogle Scholar
Jarzabkowski, P. (2004), ‘Strategy as practice: recursiveness, adaptation, and practices-in-use’, Organization Studies, 25/4: 529–60.CrossRefGoogle Scholar
Jarzabkowski, P. and Spee, P. (2009), ‘Strategy-as-practice: a review and future directions for the field’, International Journal of Management Reviews, 11/1: 6995.CrossRefGoogle Scholar
Jarzabkowski, P., Seidl, D. Balogun, J. (2022), ‘From germination to propagation: two decades of Strategy-as-Practice research and potential future directions’, Human Relations, 75/8, doi:10.1177/00187267221089473.CrossRefGoogle Scholar
Jarzabkowski, P., Spee, P. and Smets, M. (2013), ‘Material artifacts: practices for doing strategy with “stuff”’, European Management Journal, 31/1: 4154.CrossRefGoogle Scholar
Johnson, G., Melin, L. and Whittington, R. (2003), ‘Guest editors’ introduction: Micro strategy and strategizing: towards an activity-based view’, Journal of Management Studies, 40/1: 322.CrossRefGoogle Scholar
Knights, D. (2002), ‘Writing organizational analysis into Foucault’, Organization, 9/4: 575–93.CrossRefGoogle Scholar
Knights, D. and McCabe, D. (2003), ‘Governing through teamwork: reconstituting subjectivity in a call center’, Journal of Management Studies, 40/7: 1587–619.CrossRefGoogle Scholar
Knights, D. and Morgan, G. (1991), ‘Corporate strategy, organizations, and subjectivity: a critique’, Organization Studies, 12/2: 251–73.CrossRefGoogle Scholar
Knights, D. and Morgan, G. (1995), ‘Strategic management, financial services and information technology’, Journal of Management Studies, 32/2: 191214.CrossRefGoogle Scholar
Knights, D. and Willmott, H. (1989), ‘Power and subjectivity at work: from degradation to subjugation in social relations’, Sociology, 23/4: 535–58.CrossRefGoogle Scholar
Kohtamäki, M., Whittington, R., Vaara, E. and Rabetino, R. (2022), ‘Making connections: harnessing the diversity of strategy-as-practice research’, International Journal of Management Reviews, 24: 21032.CrossRefGoogle Scholar
Kornberger, M. and Clegg, S. (2011), ‘Strategy as performative practice: the case of Sydney 2030’, Strategic Organization, 9/2: 136–62.CrossRefGoogle Scholar
Kostova, T. and Roth, K. (2002), ‘Adoption of an organizational practice by subsidiaries of multinational corporations: institutional and relational effects’, Academy of Management Journal, 45/1: 213–33.CrossRefGoogle Scholar
Knight, E., Paroutis, S. and Heracleaous, L. (2018), ‘The power of PowerPoint: a visual perspective on meaning making in strategy’, Strategic Management Journal, 39: 894921.CrossRefGoogle Scholar
Laine, P.-M. and Vaara, E. (2007), ‘Struggling over subjectivity: a discursive analysis of strategic development in an engineering group’, Human Relations, 60/1: 2958.CrossRefGoogle Scholar
Laine, P.-M., Meriläinen, S., Tienari, J. and Vaara, E. (2016), ‘Mastery, submission, and subversion: on the performative construction of strategist identity’, Organization, 23: 50524.CrossRefGoogle Scholar
Leclercq-Vandelannoitte, A. (2011), ‘Organization as discursive constructions: a Foucauldian approach’, Organization Studies, 32/9: 1247–71.CrossRefGoogle Scholar
Li, X., Bo, L., Shen, D. and Soobaroyen, T. (2023), ‘Bridging “home” political and economic rationalities with “host” demands and constraints: the case of regional Chinese state-owned multinational corporations’, British Journal of Management, 34/2: 1042–61.CrossRefGoogle Scholar
Ligonie, M. (2018), ‘The “forced performativity” of a strategy concept: exploring how shared value shaped a gambling company’s strategy’, Long Range Planning, 51/3: 463–79.CrossRefGoogle Scholar
Lilley, S. (2001), ‘The language of strategy’, in Westwood, R., and Linstead, S. (eds), The Language of Organization: 6688. London: Sage.CrossRefGoogle Scholar
Linstead, S. and Brewis, J. (2007), ‘Passion, knowledge and motivation: ontologies of desire’, Organization, 14/3: 351–71.CrossRefGoogle Scholar
Lüscher, L. S. and Lewis, M. W. (2008), ‘Organizational change and managerial sensemaking: working through paradox’, Academy of Management Journal, 51/2: 221–40.CrossRefGoogle Scholar
Mantere, S. and Vaara, E. (2008), ‘On the problem of participation in strategy: a critical discursive perspective’, Organization Science, 19/2: 341–58.CrossRefGoogle Scholar
McCabe, D. (2010), ‘Strategy-as-power: ambiguity, contradiction and the exercise of power in a UK building society’, Organization, 17/2: 151–75.CrossRefGoogle Scholar
McCabe, D. (2016), ‘Numericalizing the other: a critical analysis of a strategy discourse in a UK bank’, Organization, 23/4: 525–49.CrossRefGoogle Scholar
McKinlay, A. (2002), ‘“Dead selves”: the birth of the modern career’, Organization, 9/4: 595614.CrossRefGoogle Scholar
McKinlay, A. and Starkey, K. (1998), ‘“The velvety grip”: managing managers in the modern corporation’, in McKinlay, A., and Starkey, K. (eds), Foucault, Management and Organization Theory: 111–25. London: Sage.Google Scholar
Miller, P. (1987), Domination and Power. London: Routledge.Google Scholar
Miller, P. and O’Leary, T. (1987), ‘Accounting and the construction of the governable person’, Accounting, Organizations and Society, 12/3: 235–65.CrossRefGoogle Scholar
Mouritsen, J. and Dechow, N., (2005), ‘Enterprise resource planning systems, management control and the quest for integration’, Accounting, Organizations and Society, 30/7–8: 691733.Google Scholar
Munro, I. (2012), ‘The management of circulations: biopolitical variations after Foucault’, International Journal of Management Reviews, 14: 345–62.CrossRefGoogle Scholar
Oakes, L. S., Townley, B. and Cooper, D. J. (1998), ‘Business planning as pedagogy: language and control in a changing institutional field’, Administrative Science Quarterly, 43/2: 257–92.CrossRefGoogle Scholar
Quattrone, P. and Hopper, T. (2005), ‘A “time–space odyssey”: management control systems in two multinational organisations’, Accounting, Organizations and Society, 30/7–8: 735–64.CrossRefGoogle Scholar
Quattrone, P. and Hopper, T. (2006), ‘What is IT? SAP, accounting and visibility in a multinational organisation’, Information and Organization, 16/3: 212–50.Google Scholar
Raffnsøe, S., Gudmand-Høyer, M. and Thaning, M. S. (2016), ‘Foucault’s dispositive: the perspicacity of dispositive analytics in organizational research’, Organization, 23/2: 272–98.CrossRefGoogle Scholar
Raffnsøe, S., Mennicken, A. and Miller, P. (2019), ‘The Foucault effect in management studies’, Organization Studies, 40/2: 155–82.CrossRefGoogle Scholar
Roberts, J., Sanderson, P., Barker, R. and Hendry, J. (2006), ‘In the mirror of the market: the disciplinary effects of company/fund managers meetings’, Accounting, Organizations and Society, 31/3: 277–94.CrossRefGoogle Scholar
Rose, N. (1999), Governing the Soul: The Shaping of the Private Self, 2nd edn. London: Free Association Books.Google Scholar
Rouleau, L. (2005), ‘Micro-practices of strategic sensemaking and sensegiving: how middle managers interpret and sell change every day’, Journal of Management Studies, 42/7: 1413–41.CrossRefGoogle Scholar
Rouleau, L. and Balogun, J. (2010), ‘Middle managers, strategic sensemaking, and discursive competence’, Journal of Management Studies, 48/5: 953–83.Google Scholar
Ruef, M. (2003), ‘A sociological perspective on strategic organization’, Strategic Organization, 2/1: 241–51.Google Scholar
Samra-Fredericks, D. (2003), ‘Strategizing as lived experience and strategists’ everyday efforts to shape strategic directions’, Journal of Management Studies, 40/1: 141–74.CrossRefGoogle Scholar
Samra-Fredericks, D. (2005), ‘Strategic practice, “discourse” and the everyday interactional constitution of “power effects”’, Organization, 12/6: 803–41.CrossRefGoogle Scholar
Townley, B. (1995), ‘“Know thyself”: self-awareness, self-formation and managing’, Organization, 2/2: 271–89.CrossRefGoogle Scholar
Townley, B. (2002), ‘Managing with modernity’, Organization, 9/4: 549–73.CrossRefGoogle Scholar
Townley, B. (2005), ‘Théorie des organisations: la place du sujet’, in Hatchuel, A., Pezet, E., Starkey, K., and Lenay, O. (eds), Gouvernement, organisations et gestion: L’héritage de Michel Foucault: 6391. Québec: Presses de l’Université Laval.CrossRefGoogle Scholar
Tsoukas, H. and Chia, R. (2002), ‘On organizational becoming: rethinking organizational change’, Organization Science, 13/5: 567–82.CrossRefGoogle Scholar
Vaara, E. (2010), ‘Taking the linguistic turn seriously: strategy as a multifaceted and interdiscursive phenomenon’, in Baum, J. A. C., and Lampel, J. (eds), Advances in Strategic Management, vol. XXVII, The Globalization of Strategy Research: 2950. Bingley, UK: Emerald Publishing.CrossRefGoogle Scholar
Vaara, E. and Whittington, R. (2012), ‘Strategy-as-practice: taking social practices seriously’, Academy of Management Annals, 6/1: 285336.CrossRefGoogle Scholar
Vaara, E., Kleymann, B. and Seristö, H. (2004), ‘Strategies as discursive constructions: the case of airline alliances’, Journal of Management Studies, 41/1: 135.CrossRefGoogle Scholar
Vaara, E., Sorsa, V. and Pälli, P. (2010), ‘On the force potential of strategy texts: a critical discourse analysis of a strategic plan and its power effects in a city organization’, Organization, 17/6: 685702.CrossRefGoogle Scholar
Whittington, R. (1992), ‘Putting Giddens into action: social systems and managerial agency’, Journal of Management Studies, 29/6: 693712.CrossRefGoogle Scholar
Whittington, R. (2002), Practice Perspectives on Strategy: Unifying and Developing a Field, Working Paper. Saïd Business School, University of Oxford.CrossRefGoogle Scholar
Whittington, R. (2018), ‘Greatness takes practice: on practice theory’s relevance to “Great Strategy”’, Strategy Science, 3/1: 343–51.CrossRefGoogle Scholar

References

Abdallah, C. and Langley, A. (2014), ‘The double edge of ambiguity in strategic planning’, Journal of Management Studies, 51/2: 235–64.CrossRefGoogle Scholar
Bakhtin, M. (1968), Rabelais and His World. Cambridge, MA: MIT Press.Google Scholar
Balogun, J. and Johnson, G. (2004), ‘Organizational restructuring and middle manager sensemaking’, Academic Management Journal, 47: 523–49.Google Scholar
Balogun, J., Jacobs, C., Jarzabkowski, P., Mantere, S. and Vaara, E. (2014), ‘Placing strategy discourse in context: sociomateriality, sensemaking, and power’, Journal of Management Studies, 51: 175201.CrossRefGoogle Scholar
Barry, D. and Elmes, M. (1997), ‘Strategy retold: toward a narrative view of strategic discourse’, Academy of Management Review, 22/2: 429–52.CrossRefGoogle Scholar
Barthes, R. (1974), S/Z: An Essay. London: Cape.Google Scholar
Bencherki, N., Sergi, V., Cooren, F. and Vásquez, C. (2019), ‘How strategy comes to matter: strategizing as the communicative materialization of matters of concern’, Strategic Organization, 19/4.Google Scholar
Blom, M. and Alvesson, M. (2015), ‘A critical perspective on strategy as practice’, in Golsorkhi, D., Rouleau, L., Seidl, D., et al. (eds), Cambridge Handbook of Strategy as Practice: 409–31. Cambridge: Cambridge University Press.Google Scholar
Boje, D. M. (2001), Narrative Methods for Organizational and Communication Research. London: Sage.CrossRefGoogle Scholar
Boje, D. M. (2008), Storytelling Organizations. London: Sage.CrossRefGoogle Scholar
Boxenbaum, E. and Rouleau, L. (2011), ‘New knowledge products as bricolage: metaphors and scripts in organizational theory’, Academy of Management Review, 36/2: 272–96.Google Scholar
Boyce, M. (1996), ‘Organizational story and storytelling: a critical review’, Journal of Organizational Change, 9/5: 526.CrossRefGoogle Scholar
Brown, A. D. and Thompson, E. R. (2013), ‘A narrative approach to strategy-as-practice’, Business History, 55/7: 1143–67.CrossRefGoogle Scholar
Bruner, J. S. (1986), Actual Minds, Possible Worlds. Cambridge, MA: Harvard University Press.CrossRefGoogle Scholar
Bruner, J. S. (1990), Acts of Meaning. Cambridge, MA: Harvard University Press.Google Scholar
Carter, C., Clegg, S. and Kornberger, M. (2008a), ‘Strategy as practice?’, Strategic Organization, 6: 8399.CrossRefGoogle Scholar
Carter, C., Clegg, S. and Kornberger, M. (2008b), ‘S-A-P zapping the field’, Strategic Organization, 6: 107–12.CrossRefGoogle Scholar
Chia, R. and Holt, R. (2006), ‘Strategy as practical coping: a Heideggerian perspective’, Organization Studies, 27/5: 635–55.CrossRefGoogle Scholar
Chia, R. and MacKay, B. (2007), ‘Post-processual challenges for the emerging strategy-as-practice perspective: discovering strategy in the logic of practice’, Human Relations, 60/1: 217–42.CrossRefGoogle Scholar
Chia, R. and Rasche, A. (2015), ‘Epistemological alternatives for researching strategy as practice: building and dwelling worldviews’, in Golsorkhi, D. Rouleau, L. Seidl, D., and Vaara, E. (eds), Cambridge Handbook of Strategy as Practice: 4457. 2nd edn. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Clark, T. and Salaman, G. (1998), ‘Creating the “right” impression: towards a dramaturgy of management consultancy’, The Service Industries Journal, 18/1: 1838.CrossRefGoogle Scholar
Cooren, F. (2000), The Organizing Property of Communication. Amsterdam: John Benjamins.CrossRefGoogle Scholar
Cooren, F., Bencherki, N., Chaput, M. and Vásquez, C. (2015), ‘The communicative constitution of strategy-making: exploring fleeting moments of strategy’, in Golsorkhi, et al. (eds), Cambridge Handbook of Strategy as Practice: 365–88. 2nd edn. Cambridge: Cambridge University Press.Google Scholar
Corbett-Etchevers, I. and Mounoud, E. (2011), ‘A narrative framework for management ideas: disclosing the plots of knowledge management in a multinational company’, Management Learning, 42/2: 165–81.CrossRefGoogle Scholar
Cornut, F., Giroux, H. and Langley, A. (2012), ‘The strategic plan as a genre’, Discourse and Communication, 6/1: 2154.CrossRefGoogle Scholar
Czarniawska, B. (1997), Narrating the Organization: Dramas of Institutional Identity. Chicago: University of Chicago Press.Google Scholar
Czarniawska, B. (1998), A Narrative Approach to Organization Studies. Thousand Oaks, CA: Sage.CrossRefGoogle Scholar
Czarniawska, B. (2002), ‘Interviews and organisational narratives’, in Gubrium, J. F., and Holstein, J. (eds), Handbook of Interviewing: 733–49. Thousand Oaks, CA: Sage.Google Scholar
Czarniawska, B. (2004). Narratives in Social Science Research: Introducing Qualitative Methods. London: Sage.CrossRefGoogle Scholar
Da Fina, A. and Georgakopoulou, A. (2008), ‘Introduction: narrative analysis in the shift from texts to practices’, Text & Talk – An Interdisciplinary Journal of Language Discourse Communication Studies, 28/3: 275–81.Google Scholar
Da Fina, A. and Georgakopoulou, A. (2011), Analyzing Narrative: Discourse and Sociolinguistic Perspectives. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Dailey, S. L. and Browning, L. (2014), ‘Retelling stories in organizations: understanding the functions of narrative repetition’, Academy of Management Review, 9/1: 2243.CrossRefGoogle Scholar
Dalpiaz, E. and Di Stefano, G. (2018), ‘A universe of stories: mobilizing narrative practices during transformative change’, Strategic Management Journal, 39/3: 664–96.CrossRefGoogle Scholar
de Certeau, M. (1988), The Practice of Everyday Life. Berkeley, CA: University of California Press.Google Scholar
de la Ville, V. I. (2006), ‘Collective learning processes in high tech firms: enablers and barriers to the innovation process’, in Bernasconi, M., Harris, S., and Monsted, M. (eds), High Tech Start-up: Creation and Development of Technology Based Firms: 6985. London: Routledge.Google Scholar
de la Ville, V. I. and Mounoud, E. (2001a), ‘The Tactics of Strategising: A Very Ordinary Perspective’, paper presented at the European Institute for Advanced Studies in Management Workshop ‘Micro-strategy and Strategising’, Brussels, 1 February.Google Scholar
de la Ville, V. I. and Mounoud, E. (2001b), ‘Narrating the Practice of “Strategy”: in Search of a Genre … ’, paper presented at the seventeenth European Group for Organisation Studies colloquium, Lyon, 7 July.Google Scholar
de la Ville, V. I. and Mounoud, E. (2003), ‘Between discourse and narration: how can strategy be a practice?’, in Czarniawska, B., and Gagliardi, P. (eds), Narratives We Organise By: 95113. Amsterdam: John Benjamins.CrossRefGoogle Scholar
Duymedjian, R. and Rüling, C.-C. (2010), ‘Towards a foundation of bricolage in organization and management theory’, Organization Studies, 31/2: 133–51CrossRefGoogle Scholar
Engel, S. (1995), The Stories Children Tell. New York: W. H. Freeman.Google Scholar
Engel, S. (2005), ‘Narrative analysis of children’s experience’, in Greene, S., and Hogan, D. (eds), Researching Children’s Experience: Methods and Approaches: 199216. London: Sage.Google Scholar
Fauré, B. and Rouleau, L. (2011), ‘The strategic competence of accountants and middle managers in budget making’, Accounting, Organizations and Society, 36/3: 167–82.CrossRefGoogle Scholar
Feldman, M. S. and Almquist, J. (2012). ‘Analyzing the implicit in stories’, in Holstein, J., and Gubrium, J. (eds), Varieties of Narrative Analysis: 207–28. Los Angeles, CA: Sage.Google Scholar
Fenton, C. and Langley, A. (2011), ‘Strategy as practice and the narrative turn’, Organization Studies, 32/9: 1171–96.CrossRefGoogle Scholar
Fisher, W. R. (1984), ‘Narration as a human communication paradigm: the case of public moral argument’, Communication Monographs, 51: 122.CrossRefGoogle Scholar
Fisher, W. R. (1989), ‘Clarifying the narrative paradigm’, Communication Monographs, 56: 55–8.CrossRefGoogle Scholar
Foucault, M. (1976), The Archaeology of Knowledge. New York: Harper & Row (translated from Foucault, M. (1969), L’archéologie du savoir, Paris, Gallimard).Google Scholar
Gabriel, Y. (2000), Storytelling in Organizations: Facts, Fictions, and Fantasies. Oxford: Oxford University Press.CrossRefGoogle Scholar
Georgakopoulou, A. (2007), Small Stories, Interaction and Identities. Amsterdam: John Benjamins.CrossRefGoogle Scholar
Gherardi, S. (2009), ‘The critical power of the “practice lens”’, Management Learning, 40/2: 115–28.CrossRefGoogle Scholar
Giroux, N. (1998), ‘La communication dans la mise en œuvre du changement’, Management International, 3/1: 114.CrossRefGoogle Scholar
Giroux, N. and Demers, C. (1997), ‘Communication organisationnelle et stratégie’, Management International, 2/2: 1732.CrossRefGoogle Scholar
Gond, J. P., Cabantous, L. and Krikorian, F. (2018), ‘How do things become strategic? “Strategifying” corporate social responsibility’, Strategic Organization, 16/3: 241–72.CrossRefGoogle Scholar
Hardy, C. (2004), ‘Scaling up and bearing down in discourse analysis: questions regarding textual agencies and their context’, Organization, 11/3: 415–25.CrossRefGoogle Scholar
Hendry, J. and Seidl, D. (2003), ‘The structure and significance of strategic episodes: social systems theory and the routine practices of strategic change’, Journal of Management Studies, 40/1: 175–96.CrossRefGoogle Scholar
Jarzabkowski, P. (2005), Strategy as Practice: An Activity-Based Approach. London: Sage.CrossRefGoogle Scholar
Jarzabkowski, P., Kavas, M. and Krull, E. (2021), ‘It’s practice. But is it strategy? Reinvigorating strategy-as-practice by rethinking consequentiality’, Organization Theory, 2/3: 113.CrossRefGoogle Scholar
Johnson, G., Langley, A., Melin, L. and Whittington, R. (2007), Strategy as Practice: Research Directions and Resources. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Kaplan, S. and Orlikowski, W. (2013), ‘Temporal work in strategy making’. Organization Science, 24/4: 965–95.CrossRefGoogle Scholar
Knights, D. and Morgan, G. (1991), ‘Corporate strategy, organizations, and subjectivity: a critique’, Organization Studies, 12/2: 251–73.CrossRefGoogle Scholar
Kohtamäki, M., Whittington, R., Vaara, E., et al. (2021), ‘Making connections: harnessing the diversity of strategy-as-practice research’, International Journal of Management Reviews, 24: 210–32.Google Scholar
Kristeva, J. (1980), Desire in Language: A Semiotic Approach to Literature and Art. New York: Columbia University Press.Google Scholar
Küpers, W., Mantere, S. and Statler, M. (2013), ‘Strategy as storytelling: a phenomenological collaboration’, Journal of Management Inquiry, 22/1: 83100.CrossRefGoogle Scholar
Kwon, W., Clarke, I. and Wodak, R. (2014), ‘Micro-level discursive strategies for constructing shared views around strategic issues in team meetings’, Journal of Management Studies, 51: 265–90.CrossRefGoogle Scholar
Laine, P.-M. and Vaara, E. (2007), ‘Struggling over subjectivity: a discursive analysis of strategic development in an engineering group’, Human Relations, 60/1: 2958.CrossRefGoogle Scholar
Langley, A., Smallman, C., Tsoukas, H. and van de Ven, A. H. (2013), ‘Process studies of change in organization and management: unveiling temporality, activity and flow’, Academy of Management Journal, 56/1: 113.CrossRefGoogle Scholar
Linstead, S. and Grafton-Small, R. (1992), ‘On reading organizational culture’, Organization Studies, 13/3: 331–55.CrossRefGoogle Scholar
MacKay, B, Chia, R. and Nair, A. K. (2021), ‘Strategy-in-practices: a process philosophical approach to understanding strategy emergence and organizational outcomes’, Human Relations, 74/9: 1337–69.CrossRefGoogle Scholar
Mantere, S. and Vaara, E. (2008), ‘On the problem of participation in strategy: a critical discursive perspective’, Organization Science, 19/2: 341–58.CrossRefGoogle Scholar
Martin, J. (1992), Cultures in Organizations: Three Perspectives, 1st edn. Oxford: Oxford University Press.CrossRefGoogle Scholar
McIntyre, A. (1988), Whose Justice? Which Rationality? London: Duckworth.Google Scholar
McPhee, R. (2004), ‘Text, agency and organization in the light of structuration theory’, Organisation, 11/3: 355–71.Google Scholar
O’Connor, E. (2000), ‘Plotting the organization: the embedded narrative as a construct for studying change’, Journal of Applied Behavioral Sciences, 36/2: 174–92.CrossRefGoogle Scholar
Prashantham, S. and Healey, M. P. (2022), ‘Strategy as practice research: reflections on its rationale, approach, and contributions’, Journal of Management Studies, 59: e1e17.CrossRefGoogle Scholar
Putnam, L. L. and Cooren, F. (2004), ‘Alternative perspectives on the role of text and agency in constituting organizations’, Organization, 11/3: 323–33.CrossRefGoogle Scholar
Raelin, J. A. (2007), ‘Towards an epistemology of practice’, Academy of Management Learning and Education, 6/4: 495519.CrossRefGoogle Scholar
Rasche, A. and Chia, R. (2009), ‘Researching strategy practices: a genealogical social theory perspective’, Organization Studies, 30/7: 713–34.CrossRefGoogle Scholar
Regnér, P. (2003), ‘Strategy creation in the periphery: inductive versus deductive strategy making’, Journal of Management Studies, 40/1: 5782.CrossRefGoogle Scholar
Rhodes, C. and Brown, A. D. (2005), ‘Narrative, organization and research’, International Journal of Management Reviews, 7/1: 167–88.CrossRefGoogle Scholar
Ricœur, P. (1984), Time and Narrative, 3 vols. Chicago: University of Chicago Press. (translated from P. Ricœur (1983), Temps et Récit. Paris: Éditions du Seuil).Google Scholar
Ricœur, P. (1991), From Text to Action: Essays in Hermeneutics, vol. II. Evanston, IL: Northwestern University Press.Google Scholar
Robichaud, D., Giroux, H. and Taylor, J. R. (2004), ‘The meta-conversation: the recursive property of language as the key to organizing’, Academy of Management Review, 29/4: 118.CrossRefGoogle Scholar
Rouleau, L. (2005), ‘Micro-practices of strategic sensemaking and sensegiving: how middle managers interpret and sell change every day’, Journal of Management Studies, 42/7: 1413–41.CrossRefGoogle Scholar
Rouleau, L. (2010), ‘Studying strategizing through narratives of practice’, in Golsorkhi, D., Rouleau, L., Seidl, D., and Vaara, E. (eds), Cambridge Handbook of Strategy as Practice: 258–70. Cambridge: Cambridge University Press.Google Scholar
Rouleau, L. and Balogun, J. (2011), ‘Middle managers, strategic sensemaking and discursive competence’, Journal of Management Studies, 48/5: 953–83.CrossRefGoogle Scholar
Rouleau, L. and Cloutier, C. (2022), ‘It’s strategy but is it practice’, Strategic Organization, 20/4: 722–33.CrossRefGoogle Scholar
Ryan, M.-L. (2005), ‘On the theoretical foundations of transmedial narratology’, in Meister, J. Ch. (ed.), Narratology beyond Literary Criticism: Mediality, Disciplinarity: 123. Berlin: De Gruyter.Google Scholar
Salmon, C. (2007), Storytelling: La machine à fabriquer des histoires et à formater les esprits. Paris: Éditions La Découverte.Google Scholar
Samra-Fredericks, D. (2003), ‘Strategizing as lived experience and strategists’ everyday efforts to shape strategic direction’, Journal of Management Studies, 40/1: 141–74.CrossRefGoogle Scholar
Sasaki, I., Kotlar, J., Ravasi, D. and Vaara, E. (2020), ‘Dealing with revered past: historical identity statements and strategic change in Japanese family firms’, Strategic Management Journal, 41: 590623.CrossRefGoogle Scholar
Sinha, P., Jaskiewicz, P., Gibb, J. and Combs, J. (2020), ‘Managing history: how New Zealand’s Gallagher Group used rhetorical narratives to reprioritize and modify imprinted strategic guideposts’, Strategic Management Journal, 41/3: 557–89.CrossRefGoogle Scholar
Sonenshein, S. (2010), ‘We’re changing – or are we? Untangling the role of progressive, regressive, and stability narratives during strategic change implementation’, The Academy of Management Journal, 53/3: 477512.Google Scholar
Spee, P. and Jarzabkowski, P. (2011), ‘Strategic planning as communicative process’, Organization Studies, 32/9: 1217–45.CrossRefGoogle Scholar
Suominen, K. and Mantere, S. (2010), ‘Consuming strategy: the art and practice of managers’ everyday strategy usage’, in Baum, J. A. C., and Lampel, J. (eds), Advances in Strategic Management, vol. XXVII, The Globalization of Strategy Research: 211–45. Bingley, UK: Emerald Publishing.Google Scholar
Taylor, J. R. and van Every, E. J. (2000), The Emergent Organization: Communication as Its Site and Surface. Mahwah, NJ: Lawrence Erlbaum Associates Publishers.Google Scholar
Tsoukas, H. (1994), ‘What is management? An outline of a metatheory’, British Journal of Management, 5/4: 289301.CrossRefGoogle Scholar
Vaara, E. (2002), ‘On the discursive construction of success/failure in narrative of post-merger integration’, Organization Studies, 23/2: 211–48.CrossRefGoogle Scholar
Vaara, E. (2010), ‘Taking the linguistic turn seriously: strategy as a multifaceted and interdiscursive phenomenon’, Advances in Strategic Management, 27: 328.Google Scholar
Vaara, E. and Fritsch, L. (2022), ‘Strategy as language and communication: theoretical and methodological advances and avenues for the future in strategy process and practice research’, Strategic Management Journal, 43/6: 1170–81.CrossRefGoogle Scholar
Vaara, E. and Reff Pedersen, A. (2013), ‘Strategy and chronotopes: a Bakhtinian perspective on the construction of strategy narratives’, M@n@gement, 16/5: 593604.CrossRefGoogle Scholar
Vaara, E. and Tienari, J. (2011), ‘On the narrative construction of multinational corporations: an antenarrative analysis of legitimation and resistance in a cross-border merger’, Organization Science, 22/2: 370–90.CrossRefGoogle Scholar
Vaara, E. and Whittington, R. (2012), ‘Strategy-as-practice: taking social practices seriously’, Academy of Management Annals, 6/1: 285336.CrossRefGoogle Scholar
Vaara, E., Sonenshein, S. and Boje, D. (2016), ‘Narratives as sources of stability and change in organizations: approaches and directions for future research’, Academy of Management Annals, 10/1: 495560.CrossRefGoogle Scholar
Vaara, E., Sorsa, V. and Pälli, P. (2010), ‘On the force potential of strategy texts: a critical discourse analysis of a strategic plan and its power effects in a city organization’, Organization, 17/6: 685702.CrossRefGoogle Scholar
Villeneuve, J. (2004), Le sens de l’intrigue ou la narrativité, le jeu et l’invention du diable. Québec: Presses de l’Université Laval.CrossRefGoogle Scholar
Whittington, R. (2007), ‘Strategy practice and strategy process: family differences and the sociological eye’, Organization Studies, 28/10: 1575–86.CrossRefGoogle Scholar
Whittington, R. (2011), ‘The practice turn in organization research: towards a disciplined transdisciplinarity’, Accounting, Organizations and Society, 36/3: 183–6.CrossRefGoogle Scholar
Whittington, R., Cailluet, L. and Yakis-Douglas, B. (2011), ‘Opening strategy: evolution of a precarious profession’, British Journal of Management, 22/3: 531–44.CrossRefGoogle Scholar
Whittington, R., Jarzabkowski, P., Mayer, M., Mounoud, E., Nahapiet, J. and Rouleau, L. (2003), ‘Taking strategy seriously: responsibility and reform for an important social practice’, Journal of Management Inquiry, 12/4: 396409.CrossRefGoogle Scholar
Whittle, A., Gilchrist, A., Mueller, F. and Lenney, P. (2021), ‘The art of stage-craft: a dramaturgical perspective on strategic change’, Strategic Organization, 19/4: 636–66.CrossRefGoogle Scholar
Willmott, H. (1997), ‘Rethinking management and managerial work: capitalism, control and subjectivity’, Human Relations, 50/11: 1329–40.CrossRefGoogle Scholar

References

Andon, P., Baxter, J. and Chua, W. F. (2023), ‘Affect and reason in uncertain accounting settings: the case of capital investment appraisal’, Accounting and Finance, https://doi.org/10.1111/acfi.13185.CrossRefGoogle Scholar
Araujo, L. and Easton, G. (1996), ‘Strategy: where is the pattern?’, Organization, 3: 361–83.CrossRefGoogle Scholar
Balogun, J., Jacobs, C., Jarzabkowski, P., Mantere, S. and Vaara, E. (2014), ‘Placing strategy discourse in context: sociomateriality, sensemaking, and power’, Journal of Management Studies, 51/2: 175201.CrossRefGoogle Scholar
Baxter, J., Carlsson-Wall, M., Chua, W. F. and Kraus, K. (2019), ‘Accounting and passionate interests: the case of a Swedish football club’, Accounting, Organizations and Society, 74: 2140.CrossRefGoogle Scholar
Beckert, J. (2016), Imagined Futures: Fictional Expectations and Capitalist Dynamics. Cambridge, MA: Harvard University Press.CrossRefGoogle Scholar
Bencherki, N., Sergi, V., Cooren, F. and Vásquez, C. (2021), ‘How strategy comes to matter: strategizing as the communicative materialization of matters of concern’, Strategic Organization, 19: 608–35.CrossRefGoogle Scholar
Bloor, D. (1982), ‘Wittgenstein and Mannheim on the sociology of mathematics’, in Collins, H. M. (ed.), Sociology of Scientific Knowledge: A Source Book: 3957. Bath: Bath University Press.Google Scholar
Bloor, D. (1991), Knowledge and Social Imagery, 2nd edn. Chicago: University of Chicago Press.Google Scholar
Boedker, C. and Chua, W. F. (2013), ‘Accounting as an affective technology: a study of circulation, agency and entrancement’, Accounting, Organisations and Society, 38: 245–67.CrossRefGoogle Scholar
Briers, M. and Chua, W. F. (2001), ‘The role of actor-networks and boundary objects in management accounting change: a field study of an implementation of activity-based costing’, Accounting, Organizations and Society, 26: 237–69.CrossRefGoogle Scholar
Brundin, E., Liu, F. and Cyron, T. (2022), ‘Emotion in strategic management: a review and future research agenda’, Long Range Planning, 53: 134.Google Scholar
Busco, C. and Quattrone, P. (2018), ‘In search of the “perfect one”: how accounting as a maieutic machine sustains inventions through generative “intensions”’, Management Accounting Research, 39: 1e16.CrossRefGoogle Scholar
Busuioc, M. (2021), ‘Accountable artificial intelligence: holding algorithms to account public’, Administration Review, 81/5: 825–36.Google Scholar
Cabantous, L., Gond, J. and Johnson-Cramer, M. (2010), ‘Decision theory as practice: crafting rationality in organisations’, Organization Studies, 31: 1531–66.CrossRefGoogle Scholar
Caliskan, K. and Callon, M. (2009), ‘Economization, part 1: shifting attention from the economy towards processes of economization’, Economy and Society, 38: 369–98.CrossRefGoogle Scholar
Callon, M. (2004), ‘Europe wrestling with technology’, Economy & Society, 33: 121–34.CrossRefGoogle Scholar
Callon, M. (2009), ‘Civilizing markets: carbon trading between in vitro and in vivo experiments’, Accounting, Organizations and Society, 33: 535–48.Google Scholar
Callon, M. and Law, J. (1982), ‘On interests and their transformation: enrolment and counter-enrolment’, Social Studies of Science, 12: 615–25.CrossRefGoogle Scholar
Callon, M., Lascoumes, P. and Barthe, Y. (2009), Acting in an Uncertain World: An Essay on Technical Democracy. Translated by Burchell, G.. Cambridge, MA: MIT Press.Google Scholar
Callon, M., Law, J. and Rip, A. (1986), Mapping the Dynamics of Science and Technology: Sociology of Science in the Real World. Basingstoke: Macmillan.CrossRefGoogle Scholar
Carlsson-Wal, M., Kaarboe, K., Kraus, K. and Meidell, A. (2021), ‘Risk management as passionate imitation: the interconnections among emotions, performance metrics, and risk in a global technology firm’, Abacus, 57: 72100.CrossRefGoogle Scholar
Cartel, M., Boxenbaum, E. and Aggeri, F. (2019), ‘Just for fun! How experimental spaces stimulate innovation in institutionalized fields’, Organization Studies, 40/1: 6592.CrossRefGoogle Scholar
Chua, W. F. (1995), ‘Experts, networks and inscriptions in the fabrication of accounting images: a story of the representation of three public hospitals’, Accounting, Organizations and Society, 20: 111–45.CrossRefGoogle Scholar
Chua, W. F. and Mahama, H. (2007), ‘The effects of network ties on accounting controls in a supply alliance: a field study’, Contemporary Accounting Research, 24: 4786.CrossRefGoogle Scholar
Chua, W. F., Fiedler, T. and Boedker, C. (2023), Projecting, Infrastructuring and Calculating: from an in vitro to an in vivo Carbon Market. Working Paper. University of Sydney.Google Scholar
Chua, W. F., Hardy, C. and Chapman, C. (2022), Enacting Control as Entangled, Sociomaterial Practice. Working Paper, University of Sydney.Google Scholar
Dambrin, C. and Robson, K. (2011), ‘Tracing performance in the pharmaceutical industry: ambivalence, opacity and the performativity of flawed measures’, Accounting, Organizations and Society, 36: 428–55.CrossRefGoogle Scholar
Davenport, T. (2013), ‘Analytics 3.0’, Harvard Business Review, December: 6572.Google Scholar
Denis, J-L., Dompierre, G., Langley, A. and Rouleau, L. (2011), ‘Escalating indecision: between reification and strategic ambiguity’, Organization Science, 22/1: 225–44.CrossRefGoogle Scholar
Emirbayer, M. and Mische, A. (1998), ‘What is agency?American Journal of Sociology, 103(4): 9621023.CrossRefGoogle Scholar
Feldman, M. S. (2000), ‘Organizational routines as a source of continuous change’, Organization Science, 11/6: 611–29.CrossRefGoogle Scholar
Feldman, M. S. (2015), ‘Theory of routine dynamics and connections to strategy as practice’, in Golsorkhi, D., Rouleau, L., Vaara, E., and Seidl, D. (eds), Cambridge Handbook of Strategy as Practice: 317–30. 2nd edn. Cambridge: Cambridge University Press.Google Scholar
Feldman, M. S. and Orlikowski, W. J. (2011), ‘Theorizing practice and practicing theory’, Organization Science, 22/5: 1240–53.CrossRefGoogle Scholar
Giraudeau, M. (2008), ‘The draft of strategy: opening up plans and their uses’, Long Range Planning, 41: 291306.CrossRefGoogle Scholar
Goodman, D. (2001), ‘Ontology matters: the relational materiality of nature and agri-food studies’, Sociologia Ruralis, 41: 182200.CrossRefGoogle Scholar
Grand, S. and Bartl, D. (2019), ‘Making new strategic moves possible: how executive management enacts strategizing routines to strengthen entrepreneurial agility’, in Feldman, M., d’Adderio, L., Dittrich, K., and Jarzabkowski, P. (eds), Routine Dynamics in Action: Replication and Transformation. Bingley, UK: Emerald Publishing.Google Scholar
Gunn, R. and Williams, W. 2007), ‘Strategic tools: an empirical investigation into strategy in practice in the UK’, Strategic Change, 16: 201–16.CrossRefGoogle Scholar
Jarzabkowski, P., Burke, G. and Spee, P. (2015), ‘Constructing spaces for strategic work: a multimodal perspective’, British Journal of Management, 26/S1: S26S47.CrossRefGoogle Scholar
Jarzabkowski, P., Kavas, M. and Krull, E. (2021), ‘It’s practice. But is it strategy? Reinvigorating strategy-as-practice by rethinking consequentiality’, Organization Theory, 2: 113.CrossRefGoogle Scholar
Jarzabkowski, P., Spee, P. and Smets, M. (2013), ‘Material artifacts: practices for doing strategy with “stuff”’, European Management Journal, 31/1: 4154.CrossRefGoogle Scholar
Kayatekin, S. A. (1998), ‘Observations on some theories of current agrarian change’, Review of African Political Economy, 25: 20719.CrossRefGoogle Scholar
Kellogg, K. C., Valentine, M. A. and Christin, A. (2020), ‘Algorithms at work: the new contested terrain of control’, Academy of Management Anals, 14/1: 366410.Google Scholar
Keys, P. (1998), ‘OR as technology revisited’, Journal of the Operational Research Society, 49: 99108.CrossRefGoogle Scholar
Kunc, M. and O’Brien, F. A. (2019), ‘The role of business analytics in supporting strategy processes: opportunities and limitations’, Journal of the Operational Research Society, 70/6: 974–85.CrossRefGoogle Scholar
Latour, B. (1986), ‘The powers of association’, in Law, J. (ed.), Power, Action and Belief: A New Sociology of Knowledge? 264–80. London, Boston and Henley: Routledge and Kegan Paul.Google Scholar
Latour, B. (1987), Science in Action: How to Follow Scientists and Engineers through Society. Cambridge, MA: Harvard University Press.Google Scholar
Latour, B. (1993), We Have Never Been Modern. Brighton: Harvester Wheatsheaf.Google Scholar
Latour, B. (2005), Reassembling the Social – an Introduction to Actor Network Theory. Oxford: Oxford University Press.CrossRefGoogle Scholar
Latour, B. and Lepinay, V. A. (2009), The Science of Passionate Interests: An Introduction to Gabriel Tarde’s Economic Anthropology. Chicago: University of Chicago Press.Google Scholar
Latour, B. and Woolgar, S. (1986), Laboratory Life: The Construction of Scientific Facts. Princeton, NJ: Princeton University Press.Google Scholar
Law, J. (1992), ‘Notes on the theory of the Actor-Network: ordering, strategy and heterogeneity’, Systems Practice, 5: 379–93.CrossRefGoogle Scholar
Law, J. (1994), Organizing Modernity. Oxford: Blackwell Publishers.Google Scholar
Law, J. (1999), ‘After ANT: complexity, naming and topology’, in Law, J., and Hassard, J. (eds), Actor Network Theory and After: 114. Oxford: Blackwell Publishers.Google Scholar
Markus, L. (2017), ‘Datafication, organizational strategy and IS research: what’s the score?’, The Journal of Strategic Information Systems, 26/3: 233–41.CrossRefGoogle Scholar
Martinez, D., Pflueger, D. and Palermo, T. (2022), ‘Accounting and the territorialization of markets: a field study of the Colorado cannabis market’, Accounting, Organizations and Society, https://doi.org/10.1016/j.aos.2022.101351.CrossRefGoogle Scholar
McAfee, A. and Brynjolfsson, E. (2012), ‘Big Data: the management revolution’, Harvard Business Review, October: 19.Google Scholar
McGrail, R. (2008), ‘Working with substance: Actor-Network Theory and the modal weight of the material, techné’, Research in Philosophy and Technology, 12/1: 6584.CrossRefGoogle Scholar
Mische, A. (2014), ‘Measuring futures in action: projective grammars in the Rio+20 debates’, Theory and Society, 43: 437–64.CrossRefGoogle Scholar
Orlikowski, W. J. (2007), ‘Sociomaterial practices: exploring technology at work’, Organization Studies, 28: 1435–48.CrossRefGoogle Scholar
Pickering, A. (1992), Science as Practice and Culture. Chicago: University of Chicago Press.CrossRefGoogle Scholar
Pitsis, T. S., Clegg, S. R., Marosszeky, M. and Rura-Polley, T. (2003), ‘Constructing the Olympic dream: a future perfect strategy of project management’, Organization Science, 14/5: 574–90.CrossRefGoogle Scholar
Preston, A. M., Cooper, D. J. and Coombs, R. W. (1992), ‘Fabricating budgets: a study of the production of management budgeting in the National Health Service’, Accounting, Organizations and Society, 17: 561–93.CrossRefGoogle Scholar
Qu, S. Q. and Cooper, D. J. (2011), ‘The role of inscriptions in producing a balanced scorecard’, Accounting, Organizations and Society, 36: 344–62.CrossRefGoogle Scholar
Rasche, A. and Chia, R. (2009), ‘Researching strategy practices: a genealogical social theory perspective’, Organization Studies, 30: 713–34.CrossRefGoogle Scholar
Robson, K. (1991), ‘On the arenas of accounting change: the process of translation’, Accounting Organizations and Society, 16: 547–70.CrossRefGoogle Scholar
Robson, K. (1992), ‘Accounting numbers as “inscription”: action at a distance and the development of accounting’, Accounting Organizations and Society, 17: 685708.CrossRefGoogle Scholar
Robson, K. and Bottausci, C. (2018), ‘The sociology of translation and accounting inscriptions: reflections on Latour and accounting research’, Critical Perspectives on Accounting, 54: 6075.CrossRefGoogle Scholar
Schatzki, K., Knorr Cetina, K. and von Savigny, (eds) (2001), The Practice Turn in Contemporary Theory. London and New York: Routledge.Google Scholar
Schneider, F., Steiger, D., Ledermann, T., Fry, P. and Rist, S. (2010), ‘No-tillage farming: co-creation of innovation through network building’, Land Degradation and Development, 23/3: 242–55.Google Scholar
Scott, S. V. and Orlikowski, W. J. (2012), ‘Reconfiguring relations of accountability: materialization of social media in the travel sector’, Accounting, Organizations and Society, 37: 2640.CrossRefGoogle Scholar
Seidl, D., Jarzabkowski, P. and Grossmann-Hensel, B. (2021), ‘Strategy as practice and routine dynamics’, in Feldman, M., Pentland, B., d’Adderio, L., Dittrich, K., Rerup, C., and Seidl, D. (eds), Cambridge Handbook of Routine Dynamics: 481500. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Skærbæk, P. and Tryggestad, K. (2010), ‘The role of accounting devices in performing strategy’, Accounting, Organizations and Society, 35: 108–24.CrossRefGoogle Scholar
Soderbaum, P. (1993), ‘Values, markets, and environmental policy: an Actor-Network approach’, Journal of Economic Issues, 27: 387408.CrossRefGoogle Scholar
Steen, J., Coopmans, S. and Whyte, J. (2006), ‘Structure and agency? Actor-network theory and strategic organization’, Strategic Organization, 4: 303–12.CrossRefGoogle Scholar
Sydow, J., Schreyögg, G. and Koch, J. (2009), ‘Organizational path dependence: opening the black box’, Academy of Management Review, 34/4: 689709.Google Scholar
Thompson, J. B. (1990), Ideology and Modern Culture. Cambridge: Polity.Google Scholar
van den Ende, L. and van Marrewijk, A. (2018), ‘The point of no return: ritual performance and strategy making in project organizations’, Long Range Planning, 51/3: 451–62.CrossRefGoogle Scholar
Vásquez, C., Bencherki, N., Cooren, F. and Sergi, V. (2018), ‘From “matters of concern” to “matters of authority”: studying the performativity of strategy from a communicative constitution of organization (CCO) approach’, Long Range Planning, 51/3: 417–35.CrossRefGoogle Scholar
Whittington, R. (2006), ‘Completing the practice turn in strategy research’, Organization Studies, 27: 613–34.CrossRefGoogle Scholar
Whittington, R. (2014), ‘Information systems strategy and strategy-as-practice: a joint agenda’, The Journal of Strategic Information Systems, 23/1: 8791.CrossRefGoogle Scholar
Yu, L. and Mouritsen, J. (2020), ‘Accounting, simultaneity and relative completeness: the sales and operations planning forecast and the enactment of the “demand chain”’, Accounting, Organisations and Society, 84: 116.CrossRefGoogle Scholar

References

Balogun, J., Jacobs, C., Jarzabkowski, P., Mantere, S. and Vaara, E. (2014), ‘Placing strategy discourse in context: sociomateriality, sensemaking, and power’, Journal of Management Studies, 51/2: 175201.CrossRefGoogle Scholar
Biehl‐Missal, B. (2011), ‘Business is show business: management presentations as performance’, Journal of Management Studies, 48/3: 619–45.CrossRefGoogle Scholar
Bjerregaard, T. and Klitmøller, A. (2016), ‘Conflictual practice sharing in the MNC: a theory of practice approach’, Organization Studies, 37/9: 1271–95.CrossRefGoogle Scholar
Bolino, M. C., Varela, J. A., Bande, B. and Turnley, W. H. (2006), ‘The impact of impression‐management tactics on supervisor ratings of organizational citizenship behavior’, Journal of Organizational Behavior, 27/3: 281–97.CrossRefGoogle Scholar
Burke, K. (1989), On Symbols and Society. Chicago: University of Chicago Press.Google Scholar
Diouf, D. and Boiral, O. (2017), ‘The quality of sustainability reports and impression management: a stakeholder perspective’, Accounting, Auditing & Accountability Journal, 30/3: 643–67.CrossRefGoogle Scholar
Dunne, N. J., Brennan, N. M. and Kirwan, C. E. (2021), ‘Impression management and Big Four auditors: scrutiny at a public inquiry’, Accounting, Organizations and Society, https://doi.org/10.1016/j.aos.2020.101170.CrossRefGoogle Scholar
Elsbach, K., Sutton, R. and Principe, K. (1998), ‘Averting expected challenges through anticipatory impression management: a study of hospital billing’, Organization Science, 9/1: 6886.CrossRefGoogle Scholar
Giddens, A. (1984), The Constitution of Society. Berkeley, CA: University of California Press.Google Scholar
Goffman, E. (1959), The Presentation of Self in Everyday Life. New York: Penguin Books.Google Scholar
Goffman, E. (1963), Stigma: Notes on the Management of Spoiled Identity. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Goffman, E. (1967), Interaction Ritual. Garden City, NY: Anchor Books.Google Scholar
Goffman, E. (1974), Frame Analysis. Cambridge, MA: Harvard University Press.Google Scholar
Goretzki, L. and Messner, M. (2019), ‘Backstage and frontstage interactions in management accountants’ identity work’, Accounting, Organizations and Society, 74: 120.CrossRefGoogle Scholar
Gouldner, A. W. (1970), The Coming Crisis of Western Sociology. New York: Basic Books.Google Scholar
Graffin, S. D., Carpenter, M. A. and Boivie, S. (2011), ‘What’s all that (strategic) noise? Anticipatory impression management in CEO succession’, Strategic Management Journal, 32/7: 748–70.CrossRefGoogle Scholar
Gunnarsdóttir, H. M. (2016), ‘Autonomy and emotion management: middle managers in welfare professions during radical organizational change’, Nordic Journal of Working Life Studies, 6/S1: 87108.CrossRefGoogle Scholar
Gylfe, P., Franck, H., Lebaron, C. and Mantere, S. (2016), ‘Video methods in strategy research: focusing on embodied cognition’, Strategic Management Journal, 37/1: 133–48.CrossRefGoogle Scholar
Hare, A. P. and Blumberg, H. H. (1988), Dramaturgical Analysis of Social Interaction. New York: Praeger Publishers.Google Scholar
Jarzabkowski, P. and Seidl, D. (2008), ‘The role of meetings in the social practice of strategy’, Organization Studies, 29/11: 1391–426.CrossRefGoogle Scholar
Jarzabkowski, P. and Spee, A. (2009), ‘Strategy‐as‐practice: a review and future directions for the field’, International Journal of Management Reviews, 11/1: 6995.CrossRefGoogle Scholar
Jarzabkowski, P. and Whittington, R. (2008), ‘A strategy-as-practice approach to strategy research and education’, Journal of Management Inquiry, 17/4: 282–6.CrossRefGoogle Scholar
Jeacle, I. (2008), ‘Beyond the boring grey: the construction of the colourful accountant’, Critical Perspectives on Accounting, 19/8: 1296–320.CrossRefGoogle Scholar
Johnson, P., Balogun, J. and Beech, N. (2010), ‘Researching strategists and their identity in practice: building “close-with” relationships’, in Golsorkhi, D. et al. (eds), Cambridge Handbook of Strategy as Practice: 243–57. Cambridge: Cambridge University Press.Google Scholar
Kibler, E., Mandl, C., Farny, S. and Salmivaara, V. (2021), ‘Post-failure impression management: a typology of entrepreneurs’ public narratives after business closure’, Human Relations, 74/2: 286318.CrossRefGoogle Scholar
Laguecir, A. and Leca, B. (2019), ‘Strategies of visibility in contemporary surveillance settings: insights from misconduct concealment in financial markets’, Critical Perspectives on Accounting, 62: 3958.CrossRefGoogle Scholar
Mangham, I. (1986), Power and Performance in Organizations. Oxford: Blackwell.Google Scholar
Mangham, I. and Overington, M. (1987), Organizations as Theatre: A Sociology of Dramatic Appearances. Chichester: Wiley.Google Scholar
Manning, P. K. (2008), ‘Goffman on organizations’, Organization Studies, 29/5: 677–99.CrossRefGoogle Scholar
Merkl-Davies, D. M. and Brennan, N. M. (2011), ‘A conceptual framework of impression management: new insights from psychology, sociology and critical perspectives’, Accounting and Business Research, 41/5: 415–37.CrossRefGoogle Scholar
Miettinen, R., Samra-Fredericks, D. and Yanow, D. (2009), ‘Re-turn to practice: an introductory essay’, Organization Studies, 30/12: 1309–27.CrossRefGoogle Scholar
Molecke, G. and Pinkse, J. (2020), ‘Justifying social impact as a form of impression management: legitimacy judgements of social enterprises’ impact accounts’, British Journal of Management, 31/2: 387402.CrossRefGoogle Scholar
Moreno, A., Jones, M. J. and Quinn, M. (2019), ‘A longitudinal study of the textual characteristics in the chairman’s statements of Guinness: an impression management perspective’, Accounting, Auditing & Accountability Journal, 32/6: 1714–41.CrossRefGoogle Scholar
Mueller, F. (2018), ‘Taking Goffman seriously: developing strategy-as-practice’, Critical Perspectives on Accounting, 53: 1630.CrossRefGoogle Scholar
Mueller, F., Procter, S. and Buchanan, D. (2000), ‘Teamworking in its context(s): antecedents, nature and dimensions’, Human Relations, 53/11: 1387–424.CrossRefGoogle Scholar
Parhankangas, A. and Ehrlich, M. (2014), ‘How entrepreneurs seduce business angels: an impression management approach’, Journal of Business Venturing, 29/4: 543–64.CrossRefGoogle Scholar
Parker, L. D. and Schmitz, J. (2022), ‘The reinvented accounting firm office: impression management for efficiency, client relations and cost control’, Accounting, Organizations and Society, 98: 101306.CrossRefGoogle Scholar
Rasche, A. and Chia, R. (2009), ‘Researching strategy practices: a genealogical social theory perspective’, Organization Studies, 30/7: 713–34.CrossRefGoogle Scholar
Ringel, L. (2019), ‘Unpacking the transparency-secrecy nexus: frontstage and backstage behaviour in a political party’, Organization Studies, 40/5: 705–23.CrossRefGoogle Scholar
Rosenfeld, P., Giacalone, R. A. and Riordan, C. A. (1995), Impression Management in Organizations. London: Routledge.Google Scholar
Rouleau, L. and Balogun, J. (2011), ‘Middle managers, strategic sensemaking, and discursive competence’, Journal of Management Studies, 48/5: 953–83.CrossRefGoogle Scholar
Samra-Fredericks, D. (2003), ‘Strategizing as lived experience and strategists’ everyday effort to shape strategic direction’, Journal of Management Studies, 40/1: 141–74.CrossRefGoogle Scholar
Samra-Fredericks, D. (2005), ‘Strategic practice, “discourse” and the everyday interactional constitution of “power effects”’, Organization, 12/6: 803–41.CrossRefGoogle Scholar
Samra-Fredericks, D. (2010), ‘Ethnomethodology and the moral accountability of interaction: navigating the conceptual terrain of “face” and face-work’, Journal of Pragmatics, 42/8: 2147–57.CrossRefGoogle Scholar
Samra-Fredericks, D. and Bargiela-Chiappini, F. (2008), ‘Introduction to the symposium on the foundations of organizing: the contribution from Garfinkel, Goffman and Sacks’, Organization Studies, 29/5: 653–75.CrossRefGoogle Scholar
Schreyögg, G. and Höpfl, H. (2004), ‘Theatre and organization: editorial introduction’, Organization Studies, 25/5: 691704.CrossRefGoogle Scholar
Sinha, P. N. (2010), ‘The dramatistic genre in leadership studies: implications for research and practice’, Leadership, 6/2: 185205.CrossRefGoogle Scholar
Solomon, J. F., Solomon, A., Joseph, N. L. and Norton, S. D. (2013), ‘Impression management, myth creation and fabrication in private social and environmental reporting: insights from Erving Goffman’, Accounting, Organizations and Society, 38/3: 195213.CrossRefGoogle Scholar
Stevens, C. K. and Kristof, A. L. (1995), ‘Making the right impression: a field study of applicant impression management during job interviews’, Journal of Applied Psychology, 80/5: 587.CrossRefGoogle Scholar
Turner, V. (1974), Dramas, Fields, and Metaphors: Symbolic Action in Human Society. Ithaca, NY: Cornell University Press.Google Scholar
Vaara, E. and Whittington, R. (2012), ‘Strategy-as-practice: taking social practices seriously’, Academy of Management Annals, 6/1: 285336.CrossRefGoogle Scholar
Wayne, S. J. and Liden, R. C. (1995), ‘Effects of impression management on performance ratings: a longitudinal study’, Academy of Management Journal, 38/1: 232–60.CrossRefGoogle Scholar
Wenzel, M. and Koch, J. (2018), ‘Strategy as staged performance: a critical discursive perspective on keynote speeches as a genre of strategic communication’, Strategic Management Journal, 39/3: 639–63.CrossRefGoogle Scholar
Whittington, R. (2006), ‘Completing the practice turn in strategy research’, Organization Studies, 27/5: 613–34.CrossRefGoogle Scholar
Whittington, R. (2007), ‘Strategy practice and strategy process: family differences and the sociological eye’, Organization Studies, 28/10: 1575–86.CrossRefGoogle Scholar
Whittington, R. (2010), ‘Giddens, structuration theory and strategy as practice’, in Golsorkhi, D. et al. (eds), Cambridge Handbook of Strategy as Practice: 109–26. Cambridge: Cambridge University Press.Google Scholar
Whittington, R., Yakis‐Douglas, B. and Ahn, K. (2016), ‘Cheap talk? Strategy presentations as a form of chief executive officer impression management’, Strategic Management Journal, 37/12: 2413–24.CrossRefGoogle Scholar
Whittle, A., Gilchrist, A., Mueller, F. and Lenney, P. (2021), ‘The art of stage-craft: a dramaturgical perspective on strategic change’, Strategic Organization, 19/4: 636–66.CrossRefGoogle Scholar
Young, T. R. 1971. ‘The politics of sociology: Gouldner, Goffman, and Garfinkel’, The American Sociologist, 6/4: 276–81.Google Scholar

Acknowledgements

Davide Nicolini would like to acknowledge the hospitality of the Fannin Library, Phoenix College, Arizona (USA) when writing this chapter.

References

Ahrens, T. and Chapman, C. S. (2007), ‘Management accounting as practice’, Accounting, Organizations and Society, 32/1: 127.CrossRefGoogle Scholar
Blue, S., Shove, E. and Kelly, M. P. (2021), ‘Obese societies: reconceptualising the challenge for public health’, Sociology of Health & Illness, 43/4: 1051–67.CrossRefGoogle ScholarPubMed
Bueger, C. (2014), ‘Pathways to practice: praxiography and international politics’, European Political Science Review, 6/3: 383406.CrossRefGoogle Scholar
Carter, C., Clegg, S. R. and Kornberger, M. (2008), ‘So!apbox: editorial essays: strategy as practice?Strategic Organization, 6/1: 8399.CrossRefGoogle Scholar
Chia, R. and MacKay, B. (2007), ‘Post-processual challenges for the emerging strategy-as-practice perspective: discovering strategy in the logic of practice’, Human Relations, 60/1: 217–42.CrossRefGoogle Scholar
Dreyfus, H. L. (1991), ‘Reflections on the workshop on “the self”’, Anthropology and Humanism Quarterly, 16/1: 2731.CrossRefGoogle Scholar
Engeström, Y. (1987), ‘Learning by Expanding: An Activity-Theoretical Approach. Helsinki: OrientaKonsultit.Google Scholar
Feldman, M. S. and Orlikowski, W. J. (2011), ‘Theorizing practice and practicing theory’, Organization Science, 22/5: 1240–53.CrossRefGoogle Scholar
Galvin, R. and Sunikka-Blank, M. (2016), ‘Schatzkian practice theory and energy consumption research: time for some philosophical spring cleaning?Energy Research & Social Science, 22: 63–8.CrossRefGoogle Scholar
Gehman, J. (2021), ‘Searching for values in practice-driven institutionalism: practice theory, institutional logics, and values work’, in Lounsbury, M., Anderson, D. A., and Spee, P. (eds), On Practice and Institution: Theorizing the Interface: 139–59. Bingley, UK: Emerald Publishing.Google Scholar
Giddens, A. (1976), New Rules of Sociological Method. London: Hutchinson.Google Scholar
Hernes, T. (2014), A Process Theory of Organization. Oxford: Oxford University Press.CrossRefGoogle Scholar
Hui, A., Schatzki, T. and Shove, E. (2017), The Nexus of Practices: Connections, Constellations, Practitioners. London: Routledge.Google Scholar
Hydle, K. M. (2015), ‘Temporal and spatial dimensions of strategizing’, Organization Studies, 36/5: 643–63.CrossRefGoogle Scholar
Jarzabkowski, P. and Wilson, D. C. (2006), ‘Actionable strategy knowledge’, European Management Journal, 24/5: 348–67.CrossRefGoogle Scholar
Jarzabkowski, P., Bednarek, R. and Spee, P. (2015), Making a Market for Acts of God: The Practice of Risk Trading in the Global Reinsurance Industry. Oxford: Oxford University Press.CrossRefGoogle Scholar
Jørgensen, B. and Messner, M. (2010), ‘Accounting and strategising: a case study from new product development’, Accounting, Organizations and Society, 35/2: 184204.CrossRefGoogle Scholar
Kemmis, S. (2019), A Practice Sensibility: An Invitation to the Theory of Practice Architectures. Singapore: Springer.CrossRefGoogle Scholar
Kent, J. L. (2022), ‘The use of practice theory in transport research’, Transport Reviews, 42/2: 222–44.CrossRefGoogle Scholar
Knights, D. and Morgan, G. (1991), ‘Corporate strategy, organizations, and subjectivity: a critique’, Organization Studies, 12/2: 251–73.CrossRefGoogle Scholar
Langley, A. N. N., Smallman, C., Tsoukas, H. and van de Ven, A. H. (2013), ‘Process studies of change in organization and management: unveiling temporality, activity, and flow’, The Academy of Management Journal, 56/1: 113.Google Scholar
Lash, S. (1993), ‘Pierre Bourdieu: cultural economy and social change’, in Calhoun, C., LiPuma, E., and Postone, M. (eds), Bourdieu: Critical Perspectives: 193211. Chicago: University of Chicago Press.Google Scholar
Latour, B. (2005), Reassembling the Social: An Introduction to Actor-Network-Theory. Oxford: Oxford University Press.CrossRefGoogle Scholar
Lave, J. (1996), ‘Teaching as learning in practice’, Mind, Culture, and Activity, 3/3: 149–64.CrossRefGoogle Scholar
Lindberg, O. and Rantatalo, O. (2015), ‘Competence in professional practice: a practice theory analysis of police and doctors’, Human Relations, 68/4: 561–82.CrossRefGoogle Scholar
Linstead, S. and Mullarkey, J. (2003), ‘Time, creativity and culture: introducing Bergson’, Culture and Organization, 9/1: 313.CrossRefGoogle Scholar
Lodhia, S. (2015), ‘Exploring the transition to integrated reporting through a practice lens: an Australian customer owned bank perspective’, Journal of Business Ethics, 129/3: 585–98.CrossRefGoogle Scholar
Loscher, G. (2016), Die Steuerung von Wirtschaftsprüfungsgesellschaften: Zwischen managementorientierter und berufsständischer Logik. Wiesbaden: Springer Gabler.CrossRefGoogle Scholar
Loscher, G., Splitter, V. and Seidl, D. (2019), ‘Theodore Schatzki’s practice theory and its implications for organization studies’, in Clegg, S., and Pinae Cunha, M. (eds), Management, Organizations and Contemporary Social Theory: 115–34. London: Routledge.Google Scholar
Maller, C. J. (2015), ‘Understanding health through social practices: performance and materiality in everyday life’, Sociology of Health & Illness, 37/1: 5266.CrossRefGoogle ScholarPubMed
Nama, Y. and Lowe, A. (2014), ‘The “situated functionality” of accounting in private equity practices: a social “site” analysis’, Management Accounting Research, 25/4: 284303.CrossRefGoogle Scholar
Nicolini, D. (2011), ‘Practice as the site of knowing: insights from the field of telemedicine’, Organization Science, 22/3: 602–20.CrossRefGoogle Scholar
Nicolini, D. (2012), Practice Theory, Work and Organization: An Introduction. Oxford: Oxford University Press.Google Scholar
Nicolini, D. and Korica, M. (2021), ‘Attentional engagement as practice: a study of the attentional infrastructure of healthcare chief executive officers’, Organization Science, 32/5: 1273299.CrossRefGoogle Scholar
Reckwitz, A. (2002), ‘Toward a theory of social practices: a development in culturalist theorizing’, European Journal of Social Theory, 5/2: 243–63.CrossRefGoogle Scholar
Rouse, J. (2001), ‘Two concepts of practices’, in Schatzki, T. R., Knorr-Cetina, K., and von Savigny, E. (eds), The Practice Turn in Contemporary Theory: 189–98. London: Routledge.Google Scholar
Rouse, J. (2006), ‘Practice theory’, in Turner, S. P., and Risjord, M. W. (eds), Philosophy of Anthropology and Sociology: 639–81. Amsterdam: North Holland Publishing.Google Scholar
Schäfer, H. (2022), ‘The dynamics of repetition: translocal practice and transnational negotiations’, in Drieschova, A., Bueger, C., and Hopf, T. (eds), Conceptualizing International Practices: Directions for the Practice Turn in International Relations: 193212. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Schatzki, T. R. (1996), Social Practices: A Wittgensteinian Approach to Human Activity and the Social. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Schatzki, T. R. (2001), ‘Introduction: practice theory’, in Schatzki, T., Knorr Cetina, K., and von Savigny, E. (eds), The Practice Turn in Contemporary Theory: 114. London: Routledge.Google Scholar
Schatzki, T. R. (2002), The Site of the Social: A Philosophical Account of the Constitution of Social Life and Change. University Park, PA: Pennsylvania State University Press.CrossRefGoogle Scholar
Schatzki, T. R. (2005), ‘The sites of organizations’, Organization Studies, 26/3: 465–84.CrossRefGoogle Scholar
Schatzki, T. R. (2006), ‘On organizations as they happen’, Organization Studies, 27/12: 1863–73.CrossRefGoogle Scholar
Schatzki, T. R. (2009), ‘Timespace and the organization of social life’, in Shove, E. Trentmann, F., and Wilk, R. (eds), Time, Consumption and Everyday Life: Practice, Materiality and Culture: 3548. London: Routledge.Google Scholar
Schatzki, T. R. (2010), The Timespace of Human Activity: On Performance, Society and History as Indeterminate Teleological Events. Plymouth: Lexington Books.CrossRefGoogle Scholar
Schatzki, T. R. (2011), Where the Action Is (on Large Social Phenomena Such as Sociotechnical Regimes). Working Paper 1, Sustainable Practices Research Group, University of Manchester, Manchester.Google Scholar
Schatzki, T. R. (2012), ‘A primer on practices’, in Higgs, J., Barnett, R., Billett, S., Hutchings, M., and Trede, F. (eds), Practice-Based Education: Perspectives and Strategies: 1326. Rotterdam: SensePublishers.CrossRefGoogle Scholar
Schatzki, T. R. (2013), ‘The edge of change: on the emergence, persistence, and dissolution of practices’, in Shove, E., and Spurling, N. (eds), Sustainable Practices: Social Theory and Climate Change: 3146. London: Routledge.Google Scholar
Schatzki, T. R. (2016), ‘Keeping track of large phenomena’, Geographische Zeitschrift, 104/1: 424.CrossRefGoogle Scholar
Schatzki, T. R. (2019), Social Change in a Material World. London: Routledge.CrossRefGoogle Scholar
Seidl, D. and Whittington, R. (2014), ‘Enlarging the strategy-as-practice research agenda: towards taller and flatter ontologies’, Organization Studies, 35/10: 1407–21.CrossRefGoogle Scholar
Seidl, D. and Whittington, R. (2021), ‘How crisis reveals the structures of practices’, Journal of Management Studies, 58/1: 240–4.CrossRefGoogle Scholar
Seidl, D., Ohlson, T. and Whittington, R. (2021), ‘Restless practices as drivers of purposive institutional change’, in Lounsbury, M., Anderson, D. A., and Spee, P. (eds), On Practice and Institution: Theorizing the Interface: 187207. Bingley, UK: Emerald Publishing.CrossRefGoogle Scholar
Shove, E., Panzar, M. and Watson, M. (2012), The Dynamics of Social Practice: Everyday Life and How It Changes. London: Sage.CrossRefGoogle Scholar
Smets, M., Aristidou, A. and Whittington, R. (2017), ‘Towards a practice-driven institutionalism’, in Greenwood, R., Oliver, C., Lawrence, T., and Meyer, R. (eds), The Sage Handbook of Organizational Institutionalism: 384411. 2nd edn. London: Sage.Google Scholar
Smets, M., Jarzabkowski, P., Burke, G. T. and Spee, P. (2015), ‘Reinsurance trading in Lloyd’s of London: balancing conflicting-yet-complementary logics in practice’, Academy of Management Journal, 58/3: 932–70.CrossRefGoogle Scholar
Splitter, V., Seidl, D. and Whittington, R. (2019), ‘Practice-theoretical perspectives on open strategy: implications of a strong programme’, in Seidl, D., von Krogh, G., and Whittington, R. (eds), Cambridge Handbook of Open Strategy: 221–40. Cambridge: Cambridge University Press.Google Scholar
Twine, R. (2015), ‘Understanding snacking through a practice theory lens’, Sociology of Health & Illness, 37/8: 1270–84.CrossRefGoogle ScholarPubMed
Watson, M. (2012), ‘How theories of practice can inform transition to a decarbonised transport system’, Journal of Transport Geography, 24: 488–96.CrossRefGoogle Scholar
Zundel, M. (2012), ‘Walking to learn: rethinking reflection for management learning’, Management Learning, 44/2: 109–26.Google Scholar
Zundel, M. and Kokkalis, P. (2010), ‘Theorizing as engaged practice’, Organization Studies, 31/9&10: 1209–227.CrossRefGoogle Scholar

References

Aguilar Delgado, N. and Perez-Aleman, P. (2021), ‘Inclusion in global environmental governance: sustained access, engagement and influence in decisive spaces’, Sustainability, 13/18: 10052.CrossRefGoogle Scholar
Andriopoulos, C. and Lewis, M. W. (2009), ‘Exploitation-exploration tensions and organizational ambidexterity: managing paradoxes of innovation’, Organization Science, 20: 696717.CrossRefGoogle Scholar
Anesa, M., Spee, P., Gillepsi, N. and Petani, F. (2024), ‘Reassessing moral legitimacy in times of instability’, Journal of Management Studies, 61/3: 85787.CrossRefGoogle Scholar
Baert, P. and Carreira da Silva, F. (2010), Social Theory in the Twentieth Century and Beyond, 2nd edn. Cambridge: Polity.Google Scholar
Barbe, A.-S. and Hussler, C. (2019), ‘“The war of the worlds won’t occur”: decentralized evaluation systems and orders of worth in market organizations of the sharing economy’, Technological Forecasting and Social Change, 143: 6475.CrossRefGoogle Scholar
Barros, M. and Michaud, V. (2020), ‘Worlds, words, and spaces of resistance: democracy and social media in consumer co-ops’, Organization, 27/4: 578612.CrossRefGoogle Scholar
Barthe, Y., de Blic, S., Heurtin, J.-P., Lagneau, É., Lemieux, C., Linhardt, D., Moreau de Bellaing, C., Rémy, C. and Trom, D. (2013), ‘La sociologie pragmatique: mode d’emploi’, Politix, 103/3: 105207.Google Scholar
Battilana, J. and Lee, M. (2014), ‘Advancing research on hybrid organizing’, Academy of Management Annals, 8/1: 397441.CrossRefGoogle Scholar
Battilana, J., Sengul, M., Pache, A.-C. and Model, J. (2015), ‘Harnessing productive tensions in hybrid organizations: the case of work integration social enterprises’, Academy of Management Journal, 58/6: 1658–85.CrossRefGoogle Scholar
Blondeau, C. and Sevin, J.-C. (2004), ‘Entretien avec Luc Boltanski, une sociologie toujours mise à l’épreuve’, ethnographiques, www.ethnographiques.org/2004/Blondeau,Sevin.Google Scholar
Boltanski, L. (2011[2009]), On Critique: A Sociology of Emancipation. Cambridge: Polity.Google Scholar
Boltanski, L. (2012 [1990]), Love and Justice as Competences. Cambridge: Polity.Google Scholar
Boltanski, L. (2013), ‘A journey through French-style critique’, in du Gay, P., and Morgan, G. (eds), New Spirits of Capitalism? Crises, Justifications, and Dynamics: 4359. Oxford: Oxford University Press.CrossRefGoogle Scholar
Boltanski, L. and Chiapello, E. (2005 [1999]), The New Spirit of Capitalism. London: Verso.CrossRefGoogle Scholar
Boltanski, L. and Thévenot, L. (1983), ‘Finding one’s way in social space: a study based on games’, Social Science Information, 22/4–5: 631–80.CrossRefGoogle Scholar
Boltanski, L. and Thévenot, L. (1987), Les économies de la grandeur. Paris: Presses Universitaires de France.Google Scholar
Boltanski, L. and Thévenot, L. (1989), Justesse et justice dans le travail, Paris: Presses Universitaires de France.Google Scholar
Boltanski, L. and Thévenot, L. (1999), ‘The sociology of critical capacity’, European Journal of Social Theory, 2/3: 359–77.CrossRefGoogle Scholar
Boltanski, L. and Thévenot, L. (2006 [1991]), On Justification: Economies of Worth. Princeton, NJ: Princeton University Press.CrossRefGoogle Scholar
Boltanski, L., Darré, Y. and Schiltz, M.-A. (1984), ‘La dénonciation’, Actes de la Recherche en Sciences Sociales, 51: 140.CrossRefGoogle Scholar
Bourdieu, P. (1986), ‘L’illusion biographique’, Actes de la Recherche en Sciences Sociales, 62/3: 6972.CrossRefGoogle Scholar
Boxenbaum, E. (2014), ‘Toward a situated stance in organizational institutionalism: contributions from French pragmatist sociology theory’, Journal of Management Inquiry, 23/3: 319–23.CrossRefGoogle Scholar
Brandl, J., Daudigeos, T., Edwards, T. and Pernkopf-Konhäuser, K. (2014), ‘Why French pragmatism matters to organizational institutionalism’, Journal of Management Inquiry, 23/3: 314–18.CrossRefGoogle Scholar
Bullinger, B., Schneider, A. and Gond, J.-P. (2023), ‘Destigmatization through visualization: striving to redefine refugee workers’ worth’, Organization Studies, 44/5: 739–63.CrossRefGoogle Scholar
Cheyns, E. and Thévenot, L. (2019), ‘Government by certification standards: the consent and complaints of affected communities’, Revue des Droits de l’Homme, 16, doi:10.4000/revdh.7156.Google Scholar
Chomsky, N. (1975), Reflections on Language. New York: Pantheon Books.Google Scholar
Clegg, S., Kornberger, M. and Rhodes, C. (2007), ‘Business ethics as practice’, British Journal of Management, 18: 107–22.CrossRefGoogle Scholar
Cloutier, C. and Langley, A. (2013), ‘The logics of institutional logics: insights from French pragmatist sociology’, Journal of Management Inquiry, 22/4: 360–80.CrossRefGoogle Scholar
Cloutier, C. and Langley, A. (2017), ‘Negotiating the moral aspects of purpose in single and cross-sector collaborations’, Journal of Business Ethics, 141: 103–31.CrossRefGoogle Scholar
Cloutier, C. and Langley, A. (2020), ‘What makes a process theoretical contribution?’, Organization Theory, 1/1.CrossRefGoogle Scholar
Cloutier, C., Desjardins, F. and Rouleau, L. (2024), ‘Grand challenges viewed through the pragmatist lens of the economies of worth: a multidisciplinary review and framework for the conduct of moral work in pluralistic settings’, Journal of Management Studies, doi: 10.1111/joms.13078.Google Scholar
Cloutier, C., Gond, J.-P. and Leca, B. (2017), ‘Justification, evaluation and critique in the study of organization: an introduction to the volume’, Research in the Sociology of Organization, 52: 329.CrossRefGoogle Scholar
Cochoy, F. (2000), ‘L’économie des conventions comme dépassement des sociologies antérieures’, in Histoire et Reconstruction de la Sociologie: Ch. 13. University of Toulouse II: Le Mirail.Google Scholar
Cortese, C. and Andrew, J. (2020), ‘Extracting transparency: the process of regulating disclosures for the resources industry’, Accounting, Auditing and Accountability Journal, 33/2: 472–95.CrossRefGoogle Scholar
d’Adderio, L. (2008), ‘The performativity of routines: theorising the influence of artefacts and distributed agencies on routine dynamics’, Research Policy, 37/5: 769–89.CrossRefGoogle Scholar
d’Adderio, L. (2010), ‘Artefacts at the centre of routines: performing the material turn in routine theory’, Journal of Institutional Economics, 7/2: 197230.CrossRefGoogle Scholar
Daigle, P. and Rouleau, L. (2010), ‘Strategic plans in arts organizations: a compromising tool between artistic and managerial values’, International Journal of Arts Management, 12/3: 1330.Google Scholar
Dansou, K. and Langley, A. (2012), ‘Institutional work and the notion of test’, M@n@gement, 15/5: 503–27.CrossRefGoogle Scholar
Daudigeos, T. and Valiorgue, B. (2010), ‘Convention Theory’: Is There a French School of Organizational Institutionalism?, RMT Working Paper no. 10–04. Grenoble École de Management.Google Scholar
Daudigeos, T., Edwards, T., Jaumier, S., Pasquier, V. and Picard, H. (2021), ‘Elusive domination and the fate of critique in neo-participative management: a French pragmatist approach’, Organization Studies, 42/3: 453–71.CrossRefGoogle Scholar
de Bakker, F. G. A., Rasche, A. and Ponte, S. (2019), ‘Multi-stakeholder initiatives on sustainability: a cross-disciplinary review and research agenda for business ethics’, Business Ethics Quarterly, 29/3: 343–84.CrossRefGoogle Scholar
Demers, C. and Gond, J.-P. (2020), ‘The moral microfoundations of institutional complexity: sustainability implementation as compromise-making at an oil sands company’, Organization Studies, 41/4: 563–86.CrossRefGoogle Scholar
Denis, J.-L., Langley, A. and Rouleau, L. (2007), ‘Strategizing in pluralistic contexts: rethinking theoretical frames’, Human Relations, 60/1: 179215.CrossRefGoogle Scholar
Dionne, K.-E., Mailhot, C. and Langley, A. (2019), ‘Modelling the evaluation process in a public controversy’, Organization Studies, 40/5: 651–79.CrossRefGoogle Scholar
Djelic, M. L. and Quack, S. (2018), ‘Globalization and business regulation’, Annual Review of Sociology, 44: 123–43.CrossRefGoogle Scholar
Elsbach, K. D. (1994), ‘Managing organizational legitimacy in the California cattle industry: the construction and effectiveness of verbal accounts’, Administrative Science Quarterly, 39/1: 5788.CrossRefGoogle Scholar
Ferraro, F., Etzion, D. and Gehman, J. (2015), ‘Tackling grand challenges pragmatically: robust action revisited’, Organization Studies, 36/3: 363–90.CrossRefGoogle Scholar
Finch, J. H., Geiger, S. and Harkness, R. J. (2017), ‘Marketing and compromising for sustainability: competing orders of worth in the North Atlantic’, Marketing Theory, 17/1: 7193.CrossRefGoogle Scholar
Friedland, R. (2009), ‘The endless fields of Pierre Bourdieu’, Organization, 16/6: 131.CrossRefGoogle Scholar
Furnari, S. (2018), ‘When does an issue trigger change in a field? A comparative approach to issue frames, field structures and types of field change’, Human Relations, 71/3: 321–48.CrossRefGoogle Scholar
George, G., Howard-Grenville, J., Joshi, A. and Tihanyi, L. (2016), ‘Understanding and tackling societal grand challenges through management research’, Academy of Management Journal, 59/6: 1880–95.CrossRefGoogle Scholar
Gkeredakis, E. (2014), ‘The constitutive role of conventions in accomplishing coordination: insights from a complex contract award project’, Organization Studies, 35/10: 1473–505.CrossRefGoogle Scholar
Godechot, O. (2009), ‘Book review: On Justification: Economies of Worth’, Cultural Sociology, 3/1: 193–5.Google Scholar
Golsorkhi, D., Leca, B., Lounsbury, M. and Ramirez, C. (2009), ‘Analysing, accounting for and unmasking domination: on our role as scholars of practice, practitioners of social science and public intellectuals’. Organization, 16: 779–97.CrossRefGoogle Scholar
Gond, J.-P. and Leca, B. (2012), Theorizing Change in Pluralistic Institutional Contexts: What Can Economies of Worth and New-Institutionalism Learn from Each Other?, LEM Working Paper no. 2012–15. University of Lille 1.Google Scholar
Gond, J.-P., Demers, C. and Michaud, V. (2017), ‘Managing normative tensions within and across organizations: what can the economies of worth and paradox frameworks learn from each other?’, in Jarzabkowski, P., Smith, W., Lewis, M., and Langley., A. (eds), Oxford Handbook on Organizational Paradoxes: 239–59. Oxford: Oxford University Press.Google Scholar
Gond, J.-P., Leca, B. and Cloutier, C. (2015), ‘An economies-of-worth perspective on strategy as practice: justification, valuation and critique in the practice of strategy’, in Golsorkhi, D., Rouleau, L., Seidl, D., and Vaara, E. (eds), Cambridge Handbook of Strategy as Practice: 201–21. Cambridge: Cambridge University Press.Google Scholar
Gond, J.-P., Barin Cruz, L., Raufflet, E. and Charron, M. (2016), ‘To frack or not to frack? The interaction of justification and power in a sustainability controversy’, Journal of Management Studies, 53/3: 330–63.CrossRefGoogle Scholar
Grattarola, A., Gond, J.-P. and Haefliger, S. (2024), ‘Traduttore, traditore? Gains and losses from the translation of the economies of worth’, International Journal of Management Reviews, 26/1: 137–59.CrossRefGoogle Scholar
Gross, T. and Zilber, T. B. (2020), ‘Power dynamics in field-level events: a narrative approach’, Organization Studies, 41/10: 1369–90.CrossRefGoogle Scholar
Habermas, J. (1984), The Theory of Communicative Action. Cambridge: Polity.Google Scholar
Hahn, T., Preuss, L., Pinkse, J. and Figge, F. (2014), ‘Cognitive frames in corporate sustainability: managerial sensemaking with paradoxical and business case frames’, Academy of Management Review, 39/4: 463–87.CrossRefGoogle Scholar
Hällgren, M., Rouleau, L. and Rond, M. d. (2018), ‘A matter of life or death: how extreme context research matters for management and organization studies’, Academy of Management Annals, 12/1: 111–53.CrossRefGoogle Scholar
Hendry, J. (2000), ‘Strategic decision making, discourse, and strategy as social practice’, Journal of Management Studies, 37/7: 955–77.CrossRefGoogle Scholar
Hengst, I. A., Hoegl, M., Jarzabkowski, P. and Muethel, M. (2020), ‘Toward a process theory of making sustainability strategies legitimate in action’, Academy of Management Journal, 63/1: 246–71.CrossRefGoogle Scholar
Höllerer, M. A., Jancsary, D. and Grafström, M. (2018), ‘“A picture is worth a thousand words”: multimodal sensemaking of the global financial crisis’, Organization Studies, 39/5–6: 617–44.CrossRefGoogle Scholar
Huault, I. and Rainelli-Weiss, H. (2011), ‘A market for weather risk? Conflicting metrics, attempts at compromise, and limits to commensuration’, Organization Studies, 32/10: 1395–419.CrossRefGoogle Scholar
Jagd, S. (2011), ‘Pragmatic sociology and competing orders of worth in organizations’, European Journal of Social Theory, 14/3: 343–59.CrossRefGoogle Scholar
Jarzabkowski, P. and Spee, A. P. (2009), ‘Strategy as practice: a review and future directions for the field’, International Journal of Management Reviews, 11/1: 6995.CrossRefGoogle Scholar
Jarzabkowski, P., Kavas, M. and Krull, E. (2021), ‘It’s practice. But is it strategy? Reinvigorating strategy-as-practice by rethinking consequentiality’, Organization Theory, 2/3.CrossRefGoogle Scholar
Jarzabkowski, P., Seidl, D. and Balogun, J. (2022), ‘From germination to propagation: two decades of Strategy-as-Practice research and potential future directions’, Human Relations, 75/8: 1533–59.CrossRefGoogle Scholar
Jarzabkowski, P., Bednarek, R., Chalkias, K. and Cacciatori, E. (2019), ‘Exploring inter-organizational paradoxes: methodological lessons from a study of a grand challenge, Strategic Organization, 17/1: 120–32.CrossRefGoogle Scholar
Kaplan, S. and Murray, F. E. (2010), ‘Entrepreneurship and the construction of value in biotechnology’, Research in the Sociology of Organizations, 29: 10747.CrossRefGoogle Scholar
Kohtamäki, M., Whittington, R., Vaara, E. and Rabetino, R. (2022), ‘Making connections: harnessing the diversity of strategy-as-practice research’, International Journal of Management Reviews, 24/2: 210–32.CrossRefGoogle Scholar
Lafaye, C. and Thévenot, L. (1993), ‘Une justification écologique? Conflit dans l’aménagement de la nature’, Revue Française de Sociologie, 34/4: 495524.CrossRefGoogle Scholar
Lamont, M. (2012), ‘Toward a comparative sociology of valuation and evaluation’, Annual Review of Sociology, 38: 201–21.CrossRefGoogle Scholar
Langley, A., Smallman, C., Tsoukas, H. and van de Ven, A. H. (2013), ‘Process studies of change in organization and management: unveiling temporality, activity and flow’, Academy of Management Journal, 56/1: 113.CrossRefGoogle Scholar
Lemieux, C. (2018), La sociologie pragmatique. Paris: La Découverte.CrossRefGoogle Scholar
Leonardi, P. M. and Barley, S. R. (2008), ‘Materiality and change: challenges to building better theory about technology and organizing’, Information and Organization, 18/3: 159–76.CrossRefGoogle Scholar
Levy, D., Reinecke, J. and Manning, S. (2016), ‘The political dynamics of sustainable coffee: contested value regimes and the transformation of sustainability’, Journal of Management Studies, 53/3: 364401.CrossRefGoogle Scholar
Litrico, J.-B. and David, R. J. (2017), ‘The evolution of issue interpretation within organizational fields: actor positions, framing trajectories, and field settlement’, Academy of Management Journal, 60/3: 9861015.CrossRefGoogle Scholar
Liu, F. and Maitlis, S. (2014). ‘Emotional dynamics and strategizing processes: a study of strategic conversations in top team meetings’, Journal of Management Studies, 51/2: 202–34.CrossRefGoogle Scholar
Locke, R. M. (2013), The Promise and Limits of Private Power: Promoting Labor Standards in a Global Economy. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Luhtakallio, E. and Thévenot, L. (2018), ‘Politics of engagement in an age of differing voices’, European Journal of Cultural and Political Sociology, 5/1–2: 111.CrossRefGoogle Scholar
Lupu, I., Ruiz, M. and Leca, B. (2022), ‘Role distancing, emotion, and the persistence of long working hours in professional service firms’, Organization Studies, 43/1: 733.CrossRefGoogle Scholar
Mailhot, C. and Langley, A. (2017), ‘Commercializing academic knowledge in a business school: orders of worth and value assemblages’, Research in the Sociology of Organizations, 52: 241–69.CrossRefGoogle Scholar
Mailhot, C., Gagnon, S., Langley, A. and Binette, L. F. (2016), ‘Distributing leadership across people and objects in a collaborative research project’, Leadership, 12/1: 5385.CrossRefGoogle Scholar
McInerney, P. B. (2008), ‘Showdown at Kykuit: field configuring events as loci for conventionalizing accounts’, Journal of Management Studies, 45/6: 1089–116.CrossRefGoogle Scholar
Mercier-Roy, M. and Mailhot, C. (2019), ‘What’s in an app? Investigating the moral struggles behind a sharing economy device’, Journal of Business Ethics, 159/4: 977–96.CrossRefGoogle Scholar
Mesny, A. and Mailhot, C. (2007), ‘The difficult search for compromises in a Canadian industry/university research partnership’, Canadian Journal of Sociology/Cahiers Canadiens de Sociologie, 32/2: 203–26.Google Scholar
Miranda, S. M., Kim, I. and Summers, J. D. (2015), ‘Jamming with social media: how cognitive structuring of organizing vision facets affects IT innovation diffusion’, MIS Quarterly, 39/3: 591614.CrossRefGoogle Scholar
Munzer, M. (2019), ‘Justifying the logic of regulatory post-crisis decision-making: the case of the French structural banking reform’, Critical Perspectives on Accounting, 60: 4464.CrossRefGoogle Scholar
Oldenhof, L., Postma, J. and Putters, K. (2014), ‘On justification work: how compromising enables public managers to deal with conflicting values’, Public Administration Review, 74/1: 5263.CrossRefGoogle Scholar
Ottosson, M. and Galis, V. (2011), ‘Multiplicity justifies corporate strategy: the case of Stora Enso, 1990–2008’, Journal of Cultural Economy, 4/4: 455–75.CrossRefGoogle Scholar
Ozcan, P. and Gurses, K. (2018), ‘Playing cat and mouse: contests over regulatory categorization of dietary supplements in the United States’, Academy of Management Journal, 61/5: 1789–820.CrossRefGoogle Scholar
Patriotta, G., Gond, J.-P. and Schultz, F. (2011), ‘Maintaining legitimacy: controversies, orders of worth and public justifications’, Journal of Management Studies, 48/8: 1804–36.CrossRefGoogle Scholar
Pernkopf-Konhäusner, K. (2014), ‘The competent actor: bridging institutional logics and French pragmatist sociology’, Journal of Management Inquiry, 23/3: 333–7.CrossRefGoogle Scholar
Pfefferman, T., Frenkel, M. and Gilad, S. (2022), ‘On gendered justification: a framework for understanding men’s and women’s entrepreneurial resource-acquisition’, Journal of Management Studies, 59/2: 249–83.CrossRefGoogle Scholar
Quick, K. S. and Feldman, M. S. (2014), ‘Boundaries as junctures: collaborative boundary work for building efficient resilience’, Journal of Public Administration Research and Theory: J-PART, 24/3: 673–95.CrossRefGoogle Scholar
Ramus, T., La Cara, B., Vaccaro, A. and Brusoni, S. (2018), ‘Social or commercial? Innovation strategies in social enterprises at times of turbulence’, Business Ethics Quarterly, 28/4: 463–92.CrossRefGoogle Scholar
Reckwitz, A. (2002), ‘Toward a theory of social practices: a development in culturalist theorizing’, European Journal of Social Theory, 5/2: 243–63.CrossRefGoogle Scholar
Reinecke, J. and Ansari, S. S. (2017), ‘Time, temporality and process studies’, in Langley, A., and Tsoukas, H. (eds), Sage Handbook of Process Organization Studies: 402–16. London: Sage.Google Scholar
Reinecke, J., van Bommel, K. and Spicer, A. (2017), ‘When orders of worth clash: negotiating legitimacy in situations of moral multiplexity’, Research in the Sociology of Organizations, 52: 3372.CrossRefGoogle Scholar
Rouleau, L. and Cloutier, C. (2022), ‘It’s strategy. But is it practice? Desperately seeking social practice in strategy-as-practice research’, Strategic Organization, 20/4: 722–33.CrossRefGoogle Scholar
Seidl, D. and Whittington, R. (2014), ‘Enlarging the strategy-as-practice research agenda: towards taller and flatter ontologies’, Organization Studies, 35/10: 1407–21.CrossRefGoogle Scholar
Shin, H., Cho, C., Lecomte, M. and Gond, J.-P. (2022), ‘The moral relationality of professionalism discourses: the case of corporate social responsibility practitioners in South Korea’, Business and Society, 61/4: 886923.CrossRefGoogle Scholar
Sibai, O., Mimoun, L. and Boukis, A. (2021), ‘Authenticating brand activism: negotiating the boundaries of free speech to make a change’, Psychology and Marketing, 38/10: 1651–69.CrossRefGoogle Scholar
Smith, W. K. and Tushman, M. L. (2005), ‘Managing strategic contradictions: a top management model for managing innovation streams’, Organization Science, 16/5: 522–36.CrossRefGoogle Scholar
Star, S. L. (1999), ‘The ethnography of infrastructure’, American Behavioral Scientist, 43: 377–91.CrossRefGoogle Scholar
Stark, D. (2000), For a Sociology of Worth, Working Paper. New York: Center on Organizational Innovation, Columbia University.Google Scholar
Stark, D. (2009), The Sense of Dissonance: Accounts of Worth in Economic Life. Princeton, NJ: Princeton University Press.CrossRefGoogle Scholar
Taupin, B. (2012), ‘The more things change … institutional maintenance as justification work in the credit rating industry’, M@n@gement, 15/5: 528–62.CrossRefGoogle Scholar
Thévenot, L. (1984), ‘Rules and implements: investment in forms’, Social Science Information, 23/1: 145.CrossRefGoogle Scholar
Thévenot, L. (2001a), ‘Pragmatic regimes governing the engagement with the world’, in Schatzki, T. R., Knorr Cetina, K., and von Savigny, E. (eds), The Practice Turn in Contemporary Theory: 5673. London: Routledge.Google Scholar
Thévenot, L. (2001b), ‘Organized complexity: conventions of coordination and the composition of economic arrangements’, European Journal of Social Theory, 4/4: 405–25.CrossRefGoogle Scholar
Thévenot, L. (2006), L’action au pluriel: Sociologie des régimes d’engagement. Paris: Éditions La Découverte.CrossRefGoogle Scholar
Thévenot, L. (2007), ‘The plurality of cognitive formats and engagements: moving between the familiar and the public’, European Journal of Social Theory, 10/3: 409–23.CrossRefGoogle Scholar
Thévenot, L. (2008), ‘Sacrifices et bénéfices de l’individu dans un espace public libéral’, Cahier d’éthique sociale et politique, 5: 6879.Google Scholar
Thévenot, L. (2010), ‘Autorità e poteri alla prova della critica: l’oppressione del governo orientato all’obiettivo’, Rassegna Italiana di Sociologia, 4: 627–60.Google Scholar
Thévenot, L. (2015), ‘Making commonality in the plural, on the basis of binding engagements’, in Dumouchel, P., and Gotoh, R. (eds), Social Bonds as Freedom: Revising the Dichotomy of the Universal and the Particular: 82108. New York: Berghahn.CrossRefGoogle Scholar
Thévenot, L., Moody, M. and Lafaye, C. (2000), ‘Forms of valuing nature: arguments and modes of justification in environmental disputes’, in Lamont, M., and Thévenot, L. (eds), Rethinking Comparative Cultural Sociology: Polities and Repertoires of Evaluation in France and the United States: 229–72. Cambridge: Cambridge University Press.Google Scholar
Vaara, E. and Whittington, R. (2012), ‘Strategy-as-practice: taking social practices seriously’, Academy of Management Annals, 6/1: 285336.CrossRefGoogle Scholar
van Elk, S., Trenholm, S., Lee, R. H. (deceased) and Ferlie, E. (2021), ‘Adopting management philosophies: management gurus, public organizations, and the economies of worth’, Public Management Review, 25/7: 1309–32.Google Scholar
van Wijk, J., Stam, W., Elfring, T. O. M., Zietsma, C. and den Hond, F. (2013), ‘Activists and incumbents structuring change: the interplay of agency, culture and networks in field evolution’, Academy of Management Journal, 56/2: 358–86.CrossRefGoogle Scholar
Wenzel, M. and Koch, J. (2018), ‘Strategy as staged performance: a critical discursive perspective on keynote speeches as a genre of strategic communication’, Strategic Management Journal, 39/3: 639–63.CrossRefGoogle Scholar
Whelan, G. and Gond, J.-P. (2017), ‘Meat your enemy: animal rights, alignment, and radical change’, Journal of Management Inquiry, 26/2: 123–38.CrossRefGoogle Scholar
Whittington, R. (2006), ‘Completing the practice turn in strategy research’, Organization Studies, 27/5: 613–34.CrossRefGoogle Scholar
Whittington, R., Jarzabkowski, P., Mayer, M., Mounoud, E., Nahapiet, J. and Rouleau, L. (2003), ‘Taking strategy seriously: responsibility and reform for an important social practice’, Journal of Management Inquiry, 12/4: 396409.CrossRefGoogle Scholar
Wright, C. and Nyberg, D. (2022), ‘The roles of celebrities in public disputes: climate change and the Great Barrier Reef’, Journal of Management Studies, 59/7: 1788–816.CrossRefGoogle Scholar
Zilber, T. B. (2021), ‘Practice-driven institutionalism: toward a fruitful borrowing’, in Lounsbury, M., Anderson, D., and Spee, P. (eds), On Practice and Institution: Theorizing the Interface, vol. 70: 225–41. Bingley, UK: Emerald Publishing.Google Scholar

References

Abrahamson, E. (1991), ‘Managerial fads and fashions: the diffusion and refection of innovations’, Academy of Management Review, 16/3: 586612.CrossRefGoogle Scholar
Austin, J. L. (1962), How to Do Things with Words. Cambridge, MA: Harvard University Press.Google Scholar
Balogun, J., Jacobs, C., Jarzabkowski, P., Mantere, S. and Vaara, E. (2014), ‘Placing strategy discourse in context: sociomateriality, sensemaking, and power’, Journal of Management Studies, 51/2: 175201.CrossRefGoogle Scholar
Barnes, B. (1983), ‘Social life as bootstrapped induction’, Sociology, 17/4: 524–45.CrossRefGoogle Scholar
Barnes, B. (1988), The Nature of Power. Chicago: University of Illinois Press.Google Scholar
Barnes, B., Bloor, D. and Henry, J. (1996), Scientific Knowledge: A Sociological Analysis. Chicago: University of Chicago Press.Google Scholar
Bartunek, J. M. (2020), ‘Accomplishing impact by performing our theories: it can be done, though not easily’, Journal of Applied Behavioral Science, 56/1: 1131.CrossRefGoogle Scholar
Beunza, D. and Ferraro, F. (2019), ‘Performative work: bridging performativity and institutional theory in the responsible investment field’, Organization Studies, 40/4: 515–43.CrossRefGoogle Scholar
Beunza, D. and Stark, D. (2004), ‘Tools of the trade: the socio-technology of arbitrage in a Wall Street trading room’, Industrial and Corporate Change, 13/2: 369400.CrossRefGoogle Scholar
Boldyrev, I. and Svejenova, S. (2016), ‘After the turn: how the performativity of economics matters’, in Boldyrev, I., and Svejenova, S. (eds), Enacting Dismal Science: New Perspectives on the Performativity of Economics: 127. Cham: Palgrave Macmillan.Google Scholar
Bourgoin, A. (2015), Les équilibristes. Paris: Presses des mines.CrossRefGoogle Scholar
Bourgoin, A. and Muniesa, F. (2016), ‘Building a rock-solid slide: management consulting, PowerPoint, and the craft of signification’, Management Communication Quarterly, 30/3: 390410.CrossRefGoogle Scholar
Bourgoin, A., Bencherki, N. and Faraj, S. (2020), ‘“And who are you?”: a performative perspective on authority in organizations’, Academy of Management Journal, 63/4: 1134–65.CrossRefGoogle Scholar
Bowden, V., Gond, J.-P., Nyberg, D. and Wright, C. (2021), ‘Turning back the rising sea: theory performativity in the shift from climate science to popular authority’, Organization Studies, 42/12: 1909–31.CrossRefGoogle Scholar
Brès, L. and Gond, J.-P. (2014), ‘The visible hand of consultants in the construction of the markets for virtue: translating issues, negotiating boundaries and enacting responsive regulations’, Human Relations, 67/1: 1347–82.CrossRefGoogle Scholar
Cabantous, L. and Gond, J.-P. (2011), ‘Rational decision making as performative praxis: explaining rationality’s Éternel Retour’, Organization Science, 22/3: 573–86.CrossRefGoogle Scholar
Cabantous, L. and Gond, J.-P. (2015), ‘The resistible rise of Bayesian thinking in management: historical lessons from decision analysis’, Journal of Management, 41/2: 441–70.CrossRefGoogle Scholar
Cabantous, L. and Gond, J.-P. (2019), ‘La performativité et le management stratégique’, in Liarte, S. (ed.), Les Grands Courant en Management Stratégique: 379412. Paris: EMS.Google Scholar
Cabantous, L. and Sergi, V. (2018), ‘Seeing the potentialities at the intersection: a reflection on performativity and processuality mindsets’, M@N@Gement, 21/4: 1229–43.CrossRefGoogle Scholar
Cabantous, L., Gond, J.-P. and Johnson-Cramer, M. (2010), ‘Decision theory as practice: crafting rationality in organizations’, Organization Studies, 31/11: 1531–66.CrossRefGoogle Scholar
Cabantous, L., Gond, J.-P. and Wright, A. (2018), ‘The performativity of strategy: taking stock and moving ahead’, Long Range Planning, 51/3: 407–16.CrossRefGoogle Scholar
Callon, M. (1998), Laws of the Markets. Malden, MA: Blackwell.Google Scholar
Callon, M. (2007), ‘What does it mean to say that economics is performative?’, in MacKenzie, D. A., Muniesa, F., and Siu, L. (eds), Do Economists Make Markets? On the Performativity of Economics: 311–57. Princeton, NJ: Princeton University Press.Google Scholar
Callon, M. (2021), Markets in the Making: Rethinking Competition, Goods, and Innovation. Princeton, NJ: Princeton University Press.CrossRefGoogle Scholar
Callon, M. and Muniesa, F. (2005), ‘Peripheral vision: economic markets as calculative collective devices’, Organization Studies, 26/8: 1229–50.CrossRefGoogle Scholar
Carter, C., Clegg, S. R. and Kornberger, M. (2008), ‘Strategy as practice?Strategic Organization, 6/1: 8399.CrossRefGoogle Scholar
Carter, C., Clegg, S. R. and Kornberger, M. (2010), ‘Re-framing strategy: power, politics and accounting’, Accounting, Auditing & Accountability Journal, 23/5: 573–94.CrossRefGoogle Scholar
Carton, G. (2020), ‘How assemblages change when theories become performative: the case of the Blue Ocean Strategy’, Organization Studies, 41/10: 1417–39.CrossRefGoogle Scholar
Carton, G. (2021), Les coulisses du management. Paris: Economica.Google Scholar
Carton, G. and Mouricou, P. (2017), ‘Is management research relevant? A systematic analysis of the rigor-relevance debate in top-tier journals (1994–2013)’, M@n@gement, 20/2: 166203.CrossRefGoogle Scholar
Cederström, C. and Spicer, A. (2015), The Wellness Syndrome. London: Polity.Google Scholar
Cochoy, F., Trompette, P. and Araujo, L. (2016), ‘From market agencements to market agencing: an introduction’, Consumption Markets & Culture, 19/1: 316.CrossRefGoogle Scholar
Crucini, C. and Kipping, M. (2001), ‘Management consultancies as global change agents? Evidence from Italy’, Journal of Organizational Changement Management, 14/6: 570–89.Google Scholar
d’Adderio, L. and Pollock, N. (2014), ‘Performing modularity: competing rules, performative struggles and the effect of organizational theories on the organization’, Organization Studies, 35/12: 1813–43.CrossRefGoogle Scholar
d’Adderio, L., Glaser, V. and Pollock, N. (2019), ‘Performing theories, transforming organizations: a reply to Marti and Gond’, Academy of Management Review, 44/3: 676–9.CrossRefGoogle Scholar
Dameron, S., , J. K. and LeBaron, C. (2015), ‘Materializing strategy and strategizing materials: why matter matters’, British Journal of Management, 26: S1S12.CrossRefGoogle Scholar
Deleuze, G. and Guattari, F. (1988), A Thousand Plateaus: Capitalism and Schizophrenia. Minneapolis, MN: University of Minnesota Press.Google Scholar
Denis, J. (2006), ‘Préface: les nouveaux visages de la performativité’, Études de Communication. Langages, Information, Médiations, 29: 824.Google Scholar
DiMaggio, P. J. and Powell, W. W. (1983), ‘The iron cage revisited: institutional isomorphism and collective rationality in organizational fields’, American Sociological Review, 48/2: 147–60.CrossRefGoogle Scholar
Djelic, M.-L. (2001), Exporting the American Model: The Postwar Transformation of European Business. Oxford: Oxford University Press.Google Scholar
Feldman, M. S. and Pentland, B. T. (2003), ‘Reconceptualizing organizational routines as a source of flexibility and change’, Administrative Science Quarterly, 48/1: 94118.CrossRefGoogle Scholar
Fleming, L. and Lempert, M. (2014), ‘Poetics and performativity’, in Enfield, N. J., Kockelman, P., and Sidnell, J. (eds), The Cambridge Handbook of Linguistic Anthropology: 485515. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Fourcade, M. (2007), ‘Theories of markets and theories of society’, American Behavioral Scientist, 50/8: 1015–34.CrossRefGoogle Scholar
Fourcade, M. and Khurana, R. (2013), ‘From social control to financial economics: the linked ecologies of economics and business in twentieth century America’, Theory and Society, 42/2: 121–59.CrossRefGoogle Scholar
Freedman, N. (1996), ‘Operation centurion: managing transformation at Philips’, Long Range Planning, 29/5: 607–15.CrossRefGoogle Scholar
Friesl, M., Stensaker, I. and Colman, H. L. (2021), ‘Strategy implementation: taking stock and moving forward’, Long Range Planning, 54/4: 102064.CrossRefGoogle Scholar
Garud, R. and Gehman, J. (2019), ‘Performativity: not a destination but an ongoing journey’, Academy of Management Review, 44/3: 679–84.CrossRefGoogle Scholar
Garud, R., Gehman, J. and Tharchen, T. (2018), ‘Performativity as ongoing journeys: implications for strategy, entrepreneurship, and innovation’, Long Range Planning, 51/3: 500–9.CrossRefGoogle Scholar
Gherardi, S. (2016), ‘To start practice theorizing anew: the contribution of the concepts of agencement and formativeness’, Organization, 23/5: 680–98.CrossRefGoogle Scholar
Ghoshal, S. (2005), ‘Bad management theories are destroying good management practices’, Academy of Management Learning & Education, 4: 7591.CrossRefGoogle Scholar
Glaser, V. L. (2017), ‘Design performances: how organizations inscribe artifacts to change routines’, Academy of Management Journal, 60/6: 2126–54.CrossRefGoogle Scholar
Gond, J.-P. and Brès, L. (2020), ‘Designing the tools of the trade: how corporate social responsibility consultants and their tool-based practices created market shifts’, Organization Studies, 41/5: 703–26.CrossRefGoogle Scholar
Gond, J.-P. and Cabantous, L. (2015), ‘Performativity: towards a performative turn in organisational studies’, in Mir, R., Willmott, H., and Greenwood, M. (eds), The Routledge Companion to Philosophy in Organization Studies: 508–16. London: Routledge.Google Scholar
Gond, J.-P. and Carton, G. (2022), ‘The performativity of theories’, in Neesham, C., Reihlen, M., and Schoeneborn, D. (eds), Handbook of Philosophy of Management. Cham: Springer.Google Scholar
Gond, J.-P., Cabantous, L. and Krikorian, F. (2018), ‘How do things become strategic? “Strategifying” corporate social responsibility’, Strategic Organization, 16/3: 241–72.CrossRefGoogle Scholar
Gond, J.-P., Cabantous, L., Harding, N. and Learmonth, M. (2016), ‘What do we mean by performativity in organizational and management theory? The uses and abuses of performativity’, International Journal of Management Reviews, 18/4: 440–63.CrossRefGoogle Scholar
Guala, F. (2007), ‘How to do things with experimental economics’, in MacKenzie, D. A., Muniesa, F., and Siu, L. (eds), Do Economists Make Markets? On the Performativity of Economics: 128–62. Princeton, NJ: Princeton University Press.Google Scholar
Guérard, S., Langley, A. and Seidl, D. (2013), ‘Rethinking the concept of performance in strategy research: towards a performativity perspective’, M@n@gement, 16/5: 566–78.CrossRefGoogle Scholar
Hacking, I. (1983), Representing and Intervening: Introductory Topics in the Philosophy of Natural Science, vol. 5. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Hardie, I. and MacKenzie, D. (2007), ‘Assembling an economic actor: the agencement of a Hedge Fund’, The Sociological Review, 55/1: 5780.CrossRefGoogle Scholar
Hendry, J. (2000), ‘Strategic decision making, discourse, and strategy as social practice’, Journal of Management Studies, 37/7: 955–77.CrossRefGoogle Scholar
Heusinkveld, S. and Benders, J. (2005), ‘Contested commodification: consultancies and their struggle with new concept development’, Human Relations, 58/3: 283310.CrossRefGoogle Scholar
Heusinkveld, S. and Visscher, K. (2012), ‘Practice what you preach: how consultants frame management concepts as enacted practice’, Scandinavian Journal of Management, 28/4: 285–97.CrossRefGoogle Scholar
Hodgkinson, G. P., Whittington, R., Johnson, G. and Schwarz, M. (2006), ‘The role of strategy workshops in strategy development processes: formality, communication, co-ordination and inclusion’, Long Range Planning, 39/5: 479–96.CrossRefGoogle Scholar
Hwang, R., Li, Z., Huang, C., Chu, R. and Fan, X. (2010), ‘Dropping the brand of Edinburgh School: an interview with Barry Barnes’, East Asian Science, Technology and Society: An International Journal, 4/4: 601–17.Google Scholar
Jacobs, D. (2010), Mapping Strategic Diversity: Strategic Thinking from a Variety of Perspectives. London: Routledge.Google Scholar
Jarzabkowski, P. (2003), ‘Strategic practices: an activity theory perspective on continuity and change’, Journal of Management Studies, 40/1: 2355.CrossRefGoogle Scholar
Jarzabkowski, P. (2005), Strategy as Practice: An Activity-Based Approach. London: Sage.CrossRefGoogle Scholar
Jarzabkowski, P. and Kaplan, S. (2015), ‘Strategy tools-in-use: a framework for understanding “technologies of rationality” in practice’, Strategic Management Journal, 36/4: 537–58.CrossRefGoogle Scholar
Jarzabkowski, P. and Pinch, T. (2013), ‘Sociomateriality is “the New Black”: accomplishing repurposing, reinscripting, and repairing in context’, M@n@gement, 5: 579–92.Google Scholar
Jarzabkowski, P. and Spee, P. (2009), ‘Strategy-as-practice: a review and future directions for the field’, International Journal of Management Reviews, 11/1: 6995.CrossRefGoogle Scholar
Jarzabkowski, P., Balogun, J. and Seidl, D. (2007), ‘Strategizing: the challenges of a practice perspective’, Human Relations, 60/1: 527.CrossRefGoogle Scholar
Jarzabkowski, P., Bednarek, R. and Cabantous, L. (2015), ‘Conducting global team-based ethnography: methodological challenges and practical methods’, Human Relations, 68/1: 333.CrossRefGoogle Scholar
Jarzabkowski, P., Seidl, D. and Balogun, J. (2022), ‘From germination to propagation: two decades of Strategy-as-Practice research and potential future directions’, Human Relations, 75/8: 1533–59.CrossRefGoogle Scholar
Johnson, G., Melin, L. and Whittington, R. (2003), ‘Micro-strategy and strategising: introduction to the Special Issue’, Journal of Management Studies, 40/1: 322.CrossRefGoogle Scholar
Jung, J. and Shin, T. (2019), ‘Learning not to diversify: the transformation of graduate business education and the decline of diversifying acquisitions’, Administrative Science Quarterly, 64/2: 337–69.CrossRefGoogle ScholarPubMed
Kaplan, S. (2011), ‘Strategy and PowerPoint: an inquiry into the epistemic culture and machinery of strategy making’, Organization Science, 22/2: 320–46.CrossRefGoogle Scholar
Keynes, J. M. (1951), The General Theory of Employment, Interest, and Money. London: Macmillan.Google Scholar
Kiechel, W. (2010), The Lords of Strategy. Cambridge, MA: Harvard Business Press.Google Scholar
Kieser, A., Nicolai, A. T. and Seidl, D. (2015), ‘The practical relevance of management research: turning the debate on relevance into a rigorous scientific research program’, Academy of Management Annals, 9/1: 143233.CrossRefGoogle Scholar
Knight, E., Paroutis, S. and Heracleous, L. (2018), ‘The power of PowerPoint: a visual perspective on meaning making in strategy’, Strategic Management Journal, 39/3: 894921.CrossRefGoogle Scholar
Kohtamäki, M., Whittington, R., Vaara, E. and Rabetino, R. (2022), ‘Making connections: harnessing the diversity of strategy‐as‐practice research’, International Journal of Management Reviews, 24/2: 210–32.CrossRefGoogle Scholar
Kornberger, M. and Clegg, S. (2011), ‘Strategy as performative practice: the case of Sydney 2030’, Strategic Organization, 9/2: 136–62.CrossRefGoogle Scholar
Latour, B. (1996), Aramis or the Love of Technology. Cambridge, MA: Harvard University Press.Google Scholar
Lewis, D. (1969), Convention: A Philosophical Study. London: Wiley.Google Scholar
Ligonie, M. (2018), ‘The “forced performativity” of a strategy concept: exploring how shared value shaped a gambling company’s strategy’, Long Range Planning, 51/3: 463–79.CrossRefGoogle Scholar
Loxley, J. (2007), Performativity – the New Critical Idiom. London: Taylor & Francis.Google Scholar
Lyotard, J.-F. (1984), The Postmodern Condition: A Report on Knowledge. Manchester University Press.Google Scholar
MacKenzie, D. A. (1981), Statistics in Britain: 1865–1930: The Social Construction of Scientific Knowledge. Edinburgh: Edinburgh University Press.Google Scholar
MacKenzie, D. A. (2007), ‘Is economics performative? Option theory and the construction of derivates markets’, in MacKenzie, D. A., Muniesa, F., and Siu, L. (eds), Do Economists Make Markets? On the Performativity of Economics: 5486. Princeton, NJ: Princeton University Press.Google Scholar
MacKenzie, D. A. and Millo, Y. (2003), ‘Constructing a market, performing theory: the historical sociology of a financial derivatives exchange1’, American Journal of Sociology, 109/1: 107–45.CrossRefGoogle Scholar
Marti, E. and Gond, J.-P. (2018), ‘When do theories become self-fulfilling? Exploring the boundary conditions of performativity’, Academy of Management Review, 43/3: 487508.CrossRefGoogle Scholar
Marti, E. and Gond, J.-P. (2019), ‘How do theories become self-fulfilling? Clarifying the process of Barnesian performativity’, Academy of Management Review, 44/3: 686–94.CrossRefGoogle Scholar
McKenna, C. D. (2006), The World’s Newest Profession: Management Consulting in the Twentieth Century. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Merton, R. K. (1948), ‘The self-fulfilling prophecy’, Antioch Review, 193210.CrossRefGoogle Scholar
Mintzberg, H. and Gosling, J. (2002), ‘Educating managers beyond borders’, Academy of Management Learning & Education, 1/1: 6476.CrossRefGoogle Scholar
Mosonyi, S., Empson, L. and Gond, J.-P. (2020), ‘Management consulting: towards an integrative framework of knowledge, identity, and power’, International Journal of Management Reviews, 22/2: 120–49.CrossRefGoogle Scholar
Muniesa, F. (2018), ‘Grappling with the performative condition’, Long Range Planning, 51/3: 495–99.CrossRefGoogle Scholar
Ottosson, M. and Galis, V. (2011), ‘Multiplicity justifies corporate strategy: the case of Stora Enso, 1990–2008’, Journal of Cultural Economy, 4/4: 455–75.CrossRefGoogle Scholar
Pallï, P. (2018), ‘Ascribing materiality and agency to strategy in interaction: a language-based approach to the material agency of strategy’, Long Range Planning, 51/3: 436–50.CrossRefGoogle Scholar
Paroutis, S. and Heracleous, L. (2013), ‘Discourse revisited: dimensions and employment of first-order strategy discourse during institutional adoption’, Strategic Management Journal, 34/8: 935–56.CrossRefGoogle Scholar
Pickering, A. (1995), The Mangle of Practice: Time, Agency, and Science. Chicago: University of Chicago Press.CrossRefGoogle Scholar
Pollock, N. and d’Adderio, L. (2012), ‘Give me a two-by-two matrix and I will create the market: rankings, graphic visualisations and sociomateriality’, Accounting, Organizations and Society, 37/8: 565–86.CrossRefGoogle Scholar
Roscoe, P. and Chillas, S. (2014), ‘The state of affairs: critical performativity and the online dating industry’, Organization, 21/6: 797820.CrossRefGoogle Scholar
Rouleau, L. and Balogun, J. (2011), ‘Middle managers, strategic sensemaking, and discursive competence’, Journal of Management Studies, 48/5: 953–83.CrossRefGoogle Scholar
Schatzki, T. R., Knorr-Cetina, K. and von Savigny, E. (eds) (2001), The Practice Turn in Contemporary Theory. London: Routledge.Google Scholar
Seidl, D. and Whittington, R. (2014), ‘Enlarging the strategy-as-practice research agenda: towards taller and flatter ontologies’, Organization Studies, 35/10: 1407–21.CrossRefGoogle Scholar
Seidl, D., Grossmann-Hensel, B. and Jarzabkowski, P. (2021), ‘Strategy as practice and routine dynamics’, in Feldman, M.S., Pentland, B.T., D’Adderio, L., Dittrich, K., Rerup, C., and Seidl, D. (eds), Cambridge Handbook of Routine Dynamics: 481500. Cambridge: Cambridge University Press.CrossRefGoogle Scholar
Spicer, A., Alvesson, M. and Kärreman, D. (2009), ‘Critical performativity: the unfinished business of critical management studies’, Human Relations, 62/4: 537–60.CrossRefGoogle Scholar
Sturdy, A., Clark, T., Fincham, R. and Handley, K. (2009), ‘Between innovation and legitimation – boundaries and knowledge flow in management consultancy’, Organization, 16/5: 627–53.CrossRefGoogle Scholar
Taylor, J. R. and van Every, E. J. (1999), The Emergent Organization: Communication as Its Site and Surface. London: Routledge.CrossRefGoogle Scholar
Thévenot, L. (2001), ‘Organized complexity: conventions of coordination and the composition of economic arrangements’, European Journal of Social Theory, 4/4: 405–25.CrossRefGoogle Scholar
Vaara, E. and Whittington, R. (2012), ‘Strategy-as-practice: taking social practices seriously’, Academy of Management Annals, 6/1: 285336.CrossRefGoogle Scholar
van den Ende, L. and van Marrewijk, A. (2018), ‘The point of no return: ritual performance and strategy making in project organizations’, Long Range Planning, 51/3: 451–62.CrossRefGoogle Scholar
Vargha, Z. (2018), ‘Performing a strategy’s world: how redesigning customers made relationship banking possible’, Long Range Planning, 51/3: 480–94.CrossRefGoogle Scholar
Vásquez, C., Bencherki, N., Cooren, F. and Sergi, V. (2018), ‘From “matters of concern” to “matters of authority”: studying the performativity of strategy from a communicative constitution of organization (CCO) approach’, Long Range Planning, 51/3: 417–35.CrossRefGoogle Scholar
Volkoff, O., Strong, D. M. and Elmes, M. B. (2007), ‘Technological embeddedness and organizational change’, Organization Science, 18/5: 832–48.CrossRefGoogle Scholar
Wæraas, A. and Sataøen, H. L. (2014), ‘Trapped in conformity? Translating reputation management into practice’, Scandinavian Journal of Management, 30/2: 242–53.CrossRefGoogle Scholar
Werle, F. and Seidl, D. (2015), ‘The layered materiality of strategizing: epistemic objects and the interplay between material artefacts in the exploration of strategic topics’, British Journal of Management, 26/S1: S67S89.CrossRefGoogle Scholar
Whittington, R. (2006), ‘Completing the practice turn in strategy research’, Organization Studies, 27/5: 613–34.CrossRefGoogle Scholar
Whittington, R. (2015), ‘The massification of strategy’, British Journal of Management, 26/S1: S13S16.CrossRefGoogle Scholar
Whittington, R. (2019), Opening Strategy: Professional Strategists and Practice Change, 1960 to Today. Oxford: Oxford University Press.CrossRefGoogle Scholar
Whittington, R. and Cailluet, L. (2008), ‘The crafts of strategy: introduction to themed issue’, Long Range Planning, 41/3: 241–7.CrossRefGoogle Scholar
Whittington, R. and Mayer, M. (2003), ‘Après le déf américain: la structure multidivisionnelle dans l’Europe post-McKinsey’, Entreprises et Histoire, 33/16: 4156.Google Scholar
Whittington, R., Yakis-Douglas, B. and Ahn, K. (2016), ‘Cheap talk? Strategy presentations as a form of chief executive officer impression management’, Strategic Management Journal, 37/12: 2413–24.CrossRefGoogle Scholar
Whittington, R., Jarzabkowski, P., Mayer, M., Mounoud, E. É. , Nahapiet, J. and Rouleau, L. (2003), ‘Taking strategy seriously – responsibility and reform for an important social practice’, Journal of Management Inquiry, 12/4: 396409.CrossRefGoogle Scholar
Whittington, R., Molloy, E., Mayer, M. and Smith, A. (2006), ‘Practices of strategizing/organising: broadening strategy work and skills’, Long Range Planning, 39/6: 615–29.Google Scholar
Wright, R. P., Paroutis, S. E. and Blettner, D. P. (2013), ‘How useful are the strategic tools we teach in business schools?Journal of Management Studies, 50/1: 92125.CrossRefGoogle Scholar

Save book to Kindle

To save this book to your Kindle, first ensure [email protected] is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×