Strategy as Simulacra? A Radical Reflexive Look at the Discipline and Practice of Strategy*

Gina Grandy · Albert James Mills

111 citations0/0 files storedJournal of Management Studies

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Management and Organizational Studies Business Strategies and Innovation Management and Organizational Practices

Abstract

ABSTRACT Over the past three decades strategic management has become a crucial aspect of business education and practice. At the core of strategic management – linking technique to worldview – is modelling (e.g. value chain, SWOT analysis) whereby the complex elements of strategic thinking are simplified. This accounts in large part for the apparent popularity of strategic management as complex interrelationships are pursued through relatively simple models. Yet has the field of strategic management realized the third order of simulacra? Is strategic management a model of simulation whereby reality has been replaced by hyperreality? A review of the extant literature on strategy explores the study and practice of strategy as a discourse, engulfed by its own truth effects. An examination of the concepts of reflexivity demonstrates the value of a postmodern radical reflexive account through the application of Baudrillard's (1983 , 1988 , 1991 , 1994 ) simulation and simulacra. It is through the development of a radical reflexive discourse of strategy as simulacra, this paper critically examines the study and practice of strategy and the lessons we can take from this perspective.

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References

1990The consequences of modernity 1984The Postmodern Condition: A Report on Knowledge 1985Competitive Advantage: Creating and Sustaining Superior Performance 1991Postmodernism, or, The cultural logic of late capitalism 1978Organizational Strategy, Structure, and Process 1995Simulacra and Simulation 2008Philosophy and the Mirror of Nature 1986Strategy and Structure:

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