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The Structure and Significance of Strategic Episodes: Social Systems Theory and the Routine Practices of Strategic Change

The Structure and Significance of Strategic Episodes: Social Systems Theory and the Routine... INTRODUCTION A number of writers have called recently for an exploration of strategy as a form of social practice (Hendry, 2000; Jarzabkowski, 2000; Whittington, 1996 , 2001; see also Johnson and Huff, 1997 ; Samra‐Fredericks, 2000; Watson, 2001). Theoretically, the suggestion is that strategy research might usefully be advanced by framing it in the context of social theories of practice, such as those of Giddens (1976 ), MacIntyre (1985 ), Foucault (1980 ), Bourdieu (1990 ) or de Certeau (1984 ). The main thrust of the call, however, is for empirical research into the many activities that constitute strategy as practice. These might include, for example, the work practices and career patterns of strategy practitioners, the ways in which they develop their particular skills, the routines in which they engage, the technologies they employ, and the myriad micro activities that contribute in one way or another to changes in, or confirmation of, an organization's strategy. In our view this call is timely. However, it runs up against the familiar problem that strategy, as an activity, is not well defined ( Araujo and Easton, 1996 ; Mintzberg, 1987b ; Whittington, 1993 ), with the result that the empirical net http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Studies Wiley

The Structure and Significance of Strategic Episodes: Social Systems Theory and the Routine Practices of Strategic Change

Hendry, John; Seidl, David
Journal of Management Studies , Volume 40 (1) – Jan 1, 2003
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References (90)

Publisher
Wiley
Copyright
Copyright © 2003 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0022-2380
eISSN
1467-6486
DOI
10.1111/1467-6486.00008
Publisher site
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Abstract

INTRODUCTION A number of writers have called recently for an exploration of strategy as a form of social practice (Hendry, 2000; Jarzabkowski, 2000; Whittington, 1996 , 2001; see also Johnson and Huff, 1997 ; Samra‐Fredericks, 2000; Watson, 2001). Theoretically, the suggestion is that strategy research might usefully be advanced by framing it in the context of social theories of practice, such as those of Giddens (1976 ), MacIntyre (1985 ), Foucault (1980 ), Bourdieu (1990 ) or de Certeau (1984 ). The main thrust of the call, however, is for empirical research into the many activities that constitute strategy as practice. These might include, for example, the work practices and career patterns of strategy practitioners, the ways in which they develop their particular skills, the routines in which they engage, the technologies they employ, and the myriad micro activities that contribute in one way or another to changes in, or confirmation of, an organization's strategy. In our view this call is timely. However, it runs up against the familiar problem that strategy, as an activity, is not well defined ( Araujo and Easton, 1996 ; Mintzberg, 1987b ; Whittington, 1993 ), with the result that the empirical net

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Journal of Management Studies – Wiley

Published: Jan 1, 2003

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