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‘It Sends a Cold Shiver down my Spine’: Ghostly Interruptions to Strategy Implementation
16 references·5 citing·42 second hop
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(2004)ORGANIZATIONAL RESTRUCTURING …On Organizational Becoming: Rethinking Organizational Change (2002)On Organizational Becoming: R…Corporeal Generosity: On Giving with Nietzsche, Merleau-Ponty, and Levinas (2002)Corporeal Generosity: On Givi…Reflexive methodology - new vistas for qualitative research (2001)Reflexive methodology - new v…5. The Practice of Everyday Life (2000)5. The Practice of Everyday L…Ghostly Matters: Haunting and the Sociological Imagination (1999)Ghostly Matters: Haunting and…SELLING ISSUES TO TOP MANAGEMENT (1993)SELLING ISSUES TO TOP MANAGEM…Middle management involvement in strategy and its association with strategic type: A research note (1992)Middle management involvement…The Storytelling Organization: A Study of Story Performance in an Office- Supply Firm (1991)The Storytelling Organization…Strategy implementation versus middle management self‐interest (1986)Strategy implementation versu…Reflections: Essays, Aphorisms, Autobiographical Writings (1980)Reflections: Essays, Aphorism…Marketing strategy implementation: Why is it so hard? 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References

  • 20005. The Practice of Everyday Life10,734 cited
  • 1999Ghostly Matters: Haunting and the Sociological Imagination4,341 cited
  • 2012Reflexive Methodology: New Vistas for Qualitative Research3,463 cited
  • 2002On Organizational Becoming: Rethinking Organizational Change2,724 cited
  • 20098 ‘The Practice of Everyday Life’2,135 cited
  • 1991The Storytelling Organization: A Study of Story Performance in an Office- Supply Firm1,723 cited
  • 1980Reflections: Essays, Aphorisms, Autobiographical Writings1,584 cited
  • 2004ORGANIZATIONAL RESTRUCTURING AND MIDDLE MANAGER SENSEMAKING.1,256 cited
  • 1993SELLING ISSUES TO TOP MANAGEMENT970 cited
  • 2001Reflexive methodology - new vistas for qualitative research952 cited
  • 1992Middle management involvement in strategy and its association with strategic type: A research note749 cited
  • 2005From Intended Strategies to Unintended Outcomes: The Impact of Change Recipient Sensemaking696 cited
  • 1986Strategy implementation versus middle management self‐interest671 cited
  • 2007Post-processual challenges for the emerging strategy-as-practice perspective: Discovering strategy in the logic of practice533 cited
  • 2002Corporeal Generosity: On Giving with Nietzsche, Merleau-Ponty, and Levinas

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489 cited
  • 2008On the Problem of Participation in Strategy: A Critical Discursive Perspective486 cited
  • Cited by

    • 2023Temporal multimodality and performativity: Exploring politics of time in the discursive, communicative constitution of organization18 cited
    • 2023Multi‐Temporality and the Ghostly: How Communing with Times Past Informs Organizational Futures17 cited
    • 2021The murder of knowledge and the ghosts that remain: non-disclosure agreements and their effects12 cited
    • 2025Marketing strategy implementation: Why is it so hard?8 cited
    • 2020Local meaning-making in discursive, embodied and affective registers4 cited