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Strategy as practice: an activity-based approach

Author: Jarzabkowski, Paula Series: Sage strategy series Publisher: Sage, 2005.Language: EnglishDescription: 203 p. ; 24 cm.ISBN: 0761944389Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD30.28 .J37 2005
(Browse shelf)
001227705
Available 001227705
Total holds: 0

Includes bibliographical references and index

Digitized

Strategy as Practice An Activity-Based Approach Contents List of Figures and Tables List of Quick Reference Guides List of Exhibits Acknowledgements Introduction. Strategy as Practice: A New Perspective ix xi xii 1 2 7 10 13 13 Strategy as practice in relation to other fields of strategy research Introducing the strategy as practice research agenda The activity-based view of strategy as practice Aims of this book How to read this book PART I: DEFINING AND THEORETICALLY LOCATING AN ACTIVITY-BASED VIEW 1 Core Social Theory Themes in Strategy as Practice 17 19 21 24 27 29 34 37 39 40 43 50 59 64 Strategy is situated activity Becoming: strategic activity is continuously under construction Distributed and collective strategic activity Strategizing: managerial agency as practical-evaluative wisdom An analytic framework for studying strategic activity Conclusion: points to take forward 2 Locating Activity in the Strategy Literature Analytic definitions for an activity-based study of strategy as practice Locating the activity framework in the strategy literature Localized practices: procedural and interactive strategizing Strategizing, activity system dynamics and goal-directed activity Conclusion: points to take forward PART II: SHAPING STRATEGIC ACTIVITY IN PRACTICE 3 Establishing the Research Context 67 69 70 72 74 80 81 82 92 99 101 102 108 130 133 134 139 147 Doing strategy research in the university context Universities are not alone: contexts with similar characteristics Overview of the cases and the research method Conclusion: points to take forward 4 Implications of Procedural and Interactive Strategizing The purpose and problems of procedural strategizing The purpose and problems of interactive strategizing Conclusion: points to take forward 5 Shaping Strategy and the Strategizing Matrix The strategizing matrix and activity system dynamics The strategizing matrix and shaping strategy over time Conclusion: points to take forward 6 Multiple Strategies Shape Each Other The core activity Coexistence: establishing a relationship with the core activity Conclusion: points to take forward PART III: THEORIZING AN ACTIVITY-BASED VIEW OF STRATEGY AS PRACTICE 7 Developing a Strategizing Framework 151 153 154 160 169 171 174 174 176 180 183 189 201 Procedural and interactive strategizing and forms of legitimacy Types of strategizing and patterns of activity Relationships between multiple streams of activity Conclusion: a strategizing framework to take forward 8 Taking the Research Agenda Forward Practical implications of the research New avenues for research Next steps for strategy as practice research Appendix: Research Method References Index

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