Management and Marketing - Research Publications
Permanent URI for this collection
Search Results
1 - 4 of 4
-
ItemBridging Practice and Process Research to Study Transient Manifestations of Strategy(Wiley, 2018-03-01)Research Summary: At the intersection of Strategy Process (SP) and Strategy-as-Practice (SAP) research lies the focal phenomenon they share – strategy, which manifests itself in a variety of ways: intended, realized, deliberate, emergent, unrealized, and ephemeral strategy. We present a methodology comprised of three stages that, when integrated in the manner we suggest, permit a rich operationalization and tracking of strategy content for all manifestations. We illustrate the utility of our methodology for bridging SP and SAP research by theorizing practices that are more likely to give rise to unrealized and ephemeral strategy, identifying their likely consequences, and presenting a research agenda for studying these transient manifestations. MANAGERIAL SUMMARY Managerial Summary: Managers know well that, sometimes for good reasons and other times with negative consequences for organizations, not all aspects of strategic plans are implemented with fidelity, resulting in unrealized strategy; and not all bottom-up projects receive the middle-management support they need to become realized, resulting in ephemeral strategy making. Surprisingly, however, these transient manifestations of strategy receive little attention in the scholarly literature. Our paper addresses this gap by presenting a methodology for tracking all six manifestations of strategy (intended, realized, deliberate, emergent, unrealized, and ephemeral strategy), highlighting the interdependent relations among them. It also describes strategy making practices that are likely to give rise to the two transient manifestations, i.e. unrealized and ephemeral strategy, as well as their consequences for subsequent strategy making.
-
ItemOrganizing Processes and the Construction of Risk: A Discursive Approach(Academy of Management, 2013)This study examines the organizing processes through which products “become” risky. Drawing on a case study of chemical risk assessment and management processes in Canada and comparing two chemicals, it identifies a series of enacted practices that bundle into two forms of social ordering: “normalizing” and “problematizing.” By bringing the past to bear differently on organizing processes, these two forms of social ordering structure the discursive work of actors in both their attempts to stabilize and their attempts to destabilize and change meanings of risk objects. As a result, objects “become” risky or safe in different ways.
-
ItemOrganizing Risk: Discourse, Power And Riskification(Academy of Management, 2016)Drawing on the work of Foucault, we develop an integrated framework for understanding how risk is organized in three different modes: prospectively, in real time, and retrospectively. We show how these modes are situated in a dominant discourse of risk that leads organizations to normalize risk in particular ways by privileging certain forms of knowledge and authorizing certain risk identities over others. In addition to identifying the common way risk is organized in each mode and showing how it is held in place by the dominant discourse, we propose alternative ways to organize risk that resist this dominant discourse, and we explain why they are difficult to enact. We then extend our analysis by theorizing how, even when it occurs, resistance to the dominant discourse of risk can contribute to “riskification,” with more and more organizing undertaken in the name of risk because of intensification, discipline, and governmentality.
-
Item