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Cambridge Handbook of Strategy as Practice
0 references·16 citing·55 second hopsampled
Cambridge Handbook of Strategy as Practice (2010)Cambridge Handbook of Strategy as PracticeMaterializing Communication: Making the Case for a Relational Ontology (2018)Materializing Communication: …Strategy processes and practices: Dialogues and intersections (2017)Strategy processes and practi…Open strategy: Literature review, re-analysis of cases and conceptualisation as a practice (2017)Open strategy: Literature rev…The Practical Relevance of Management Research: Turning the Debate on Relevance into a Rigorous Scientific Research Program (2015)The Practical Relevance of Ma…Materializing Strategy and Strategizing Material: Why Matter Matters (2015)Materializing Strategy and St…Enlarging the Strategy-as-Practice Research Agenda: Towards Taller and Flatter Ontologies (2014)Enlarging the Strategy-as-Pra…After greenwashing: symbolic corporate environmentalism and society (2014)After greenwashing: symbolic …Strategy-as-practice meets neo-institutional theory (2013)Strategy-as-practice meets ne…Sociomateriality — Taking the wrong turning? (2013)Sociomateriality — Taking the…Placing Strategy Discourse in Context: Sociomateriality, Sensemaking, and Power (2013)Placing Strategy Discourse in…Pathways to practice: praxiography and international politics (2013)Pathways to practice: praxiog…The Double Edge of Ambiguity in Strategic Planning (2012)The Double Edge of Ambiguity …The strategic competence of accountants and middle managers in budget making (2011)The strategic competence of a…Considering Planned Change Anew: Stretching Large Group Interventions Strategically, Emotionally, and Meaningfully (2011)Considering Planned Change An…The Ritualization of Strategy Workshops (2010)The Ritualization of Strategy…The Practice of Leadership in the Messy World of Organizations (2010)The Practice of Leadership in…How To Do Things With Words (1975)Sensemaking in Organizations (1996)Metaphors We Live By (2003)Narratives as Sources of Stability and Change in Organizations: Approaches and Directions for Future Research (2016)The Practice of Everyday Life (1988)Sensemaking and sensegiving in strategic change initiation (1991)5. The Practice of Everyday Life (2000)Rethinking Hybridity in Postcolonial Contexts: What Changes and What Persists? The Tunisian case of Poulina’s managers (2013)Transcendence through Rhetorical Practices: Responding to Paradox in the Science Sector (2016)Completing the Adaptive Turn: An Integrative View of Strategy Implementation (2020)Outline of a Theory of Practice (1977)Situated Learning (1991)Situated Learning: Legitimate Peripheral Participation. (1994)Micro-moves in International Relations theory (2016)Diplomacy, agency, and the logic of improvisation and virtuosity in practice (2017)The Advent of Practice Theories in Research on Sustainable Consumption: Past, Current and Future Directions of the Field (2019)Using Technology and Constituting Structures: A Practice Lens for Studying Technology in Organizations (2000)Posthumanist Performativity: Toward an Understanding of How Matter Comes to Matter (2003)Meeting the Universe Halfway: Quantum Physics and the Entanglement of Matter and Meaning (2007)A Matter of Life and Death: Exploring Conceptualizations of Sociomateriality in the Context of Critical Care1 (2014)Affordances for practice (2014)Affordance potency: Explaining the actualization of technology affordances (2017)The Presentation of Self in Everyday Life. (1956)Competitive Advantage: Creating and Sustaining Superior Performance (1985)Managing Legitimacy: Strategic and Institutional Approaches (1995)Liminality in Management and Organization Studies: Process, Position and Place (2017)Relating microprocesses to macro‐outcomes in qualitative strategy process and practice research (2017)Leadership in Organizations (1981)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons Theory: An Update (2007)Using the Delphi Method for Qualitative, Participatory Action Research in Health Leadership (2014)Towards a theoretical model of middle leadership in schools (2017)Collective dimensions of leadership: Connecting theory and method (2020)Power/Knowledge: Selected Interviews and Other Writings 1972-1977 (1980)The Logic of Practice (1990)Learning in university technology transfer offices: transactions-focused and relations-focused approaches to commercialization of academic research (2014)Taking Historical Embeddedness Seriously: Three Historical Approaches to Advance Strategy Process and Practice Research (2015)Open Strategy: Dimensions, Dilemmas, Dynamics (2016)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)On the risk of studying practices in isolation: Linking what, who, and how in strategy research (2015)Making connections: Harnessing the diversity of strategy‐as‐practice research (2021)Building Theories from Case Study Research (1989)Dynamic capabilities and strategic management (1997)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)CEO Attributes and Firm Performance: A Sequential Mediation Process Model (2018)Lean Startup and the business model: Experimenting for novelty and impact (2019)Mutualism and the dynamics of new platform creation: A study of Cisco and fog computing (2020)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)Towards a Methodology for Developing Evidence‐Informed Management Knowledge by Means of Systematic Review (2003)Knowledge Transfer as Translation: Review and Elements of an Instrumental Theory (2016)Management’s Science–Practice Gap: A Grand Challenge for All Stakeholders (2016)When Do Theories Become Self-Fulfilling? Exploring the Boundary Conditions of Performativity (2017)
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  • 2013Placing Strategy Discourse in Context: Sociomateriality, Sensemaking, and Power371 cited
  • 2014Enlarging the Strategy-as-Practice Research Agenda: Towards Taller and Flatter Ontologies344 cited
  • 2017Strategy processes and practices: Dialogues and intersections340 cited
  • 2015The Practical Relevance of Management Research: Turning the Debate on Relevance into a Rigorous Scientific Research Program314 cited
  • 2013Pathways to practice: praxiography and international politics290 cited
  • 2013Sociomateriality — Taking the wrong turning?232 cited
  • 2012The Double Edge of Ambiguity in Strategic Planning226 cited
  • 2013Strategy-as-practice meets neo-institutional theory224 cited
  • 2010The Ritualization of Strategy Workshops211 cited
  • 2010The Practice of Leadership in the Messy World of Organizations184 cited
  • 2011The strategic competence of accountants and middle managers in budget making166 cited
  • 2011Considering Planned Change Anew: Stretching Large Group Interventions Strategically, Emotionally, and Meaningfully154 cited
  • 2018Materializing Communication: Making the Case for a Relational Ontology147 cited
  • 2015Materializing Strategy and Strategizing Material: Why Matter Matters

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147 cited
  • 2017Open strategy: Literature review, re-analysis of cases and conceptualisation as a practice133 cited
  • 2014After greenwashing: symbolic corporate environmentalism and society132 cited