Shaping Strategy as a Structuration Process

By Paula A. Jarzabkowski. 2008

450 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b29bdb2f747c70279139cf4fab150ba71dc13a00

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Achieving Rigor in Qualitative Analysis: The Role of Active Categorization in Theory Building (2020, unknown): “In Jarzabkowski ’ s (2008) investigation of top managers ’ strategizing behavior, an important part of the analysis was to create a temporal sequence.”
Opening Up: How Centralization Affects Participation and Inclusion in Strategy Making (2017, background): “…within the field of strategy-as-practice has examined the practices and activities in which participants engage in strategizing (Balogun and Johnson, 2004; Jarzabkowski, 2008; Jarzabkowski and Balogun, 2009; Mantere and Vaara, 2008; Paroutis and Pettigrew, 2007; Vaara and Whittington, 2012).”
The Institution-Based View as a Third Leg for a Strategy Tripod. (2009, unknown): “Uncertainty clouds the judgment of actors, and the cues that inform decisions and actions emerge from the relevant institutions, giving purpose and meaning for decision-makers such as strategists (Jarzabkowski, 2008).”
Tensions in Corporate Sustainability: Towards an Integrative Framework (2014, unknown): “Rather, management could shape emergent sustainability agendas through interaction with organisational members (Jarzabkowski 2008), i.”
Paradox as a Metatheoretical Perspective (2014, background): “…dynamic processes, qualitative studies can surface interwoven tensions across levels of analysis (Andriopoulos & Lewis, 2009; Smith & Lewis, 2011), and depict the dynamic and mutually constitutive relationship between alternative poles of a paradox (Feldman & Orlikowski, 2011; Jarzabkowski, 2008).”
Toward a Theory of Coordinating: Creating Coordinating Mechanisms in Practice (2012, unknown): “…in practice theory have focused on the action involved in bringing new or altered structures into being (e.g. Barley, 1986; Feldman, 2000, 2004; Jarzabkowski, 2008; Orlikowski, 1992; 1996; Pentland, 1992; Rerup & Feldman, in press), few have looked at what happens in moving from an existing…”
Strategy and PowerPoint: An Inquiry into the Epistemic Culture and Machinery of Strategy Making (2011, methodology): “For the purposes of this study, these multiple sources of data allowed me to situate the use of PowerPoint in the context of the organizational activities in which it was engaged.”
Considering planned change anew:stretching large group interventions strategically, emotionally and meaningfully (2011, background): “…the detailed activities within processes of strategy development and change (E.g. Ambrosini, Bowman & Burton-Taylor, 2007; Balogun & Johnson, 2004; Jarzabkowski, 2008), and the activity of strategists other than senior executives (e.g., Rouleau, 2005; Sturdy et al, 2006), but also increasingly…”
Organizational Path Dependence: A Process View (2011, background): “An increasing number of organization theories, for instance, explicitly conceptualize evolving organizational processes by taking a practice perspective (Jarzabkowski, 2008; Pentland & Feldman, 2005; Schatzki, Knorr Cetina, & Von Savigny, 2001).”
Theorizing Practice and Practicing Theory (2011, background): “A growing community of organizational scholars studying strategy has begun to use practice theory to understand the relational and enacted nature of strategizing (Whittington, 1992, 2006; Johnson et al., 2003, 2007; Jarzabkowski, 2005, 2008; Golsorkhi et al., 2010).”
The Limits of Nonprofit Impact: A Contingency Framework for Measuring Social Performance (2010, background): “Process theories, such as structuration, may be more helpful in exploring this line of inquiry than strictly agency or institutional perspectives (Barley and Tolbert 1997; Giddens 1984; Jarzabkowski 2008).”
Templates and Turns in Qualitative Studies of Strategy and Management (2011, methodology): “This classic sawtooth model is used by Jarzabkowski (2008) in her study of strategizing in universities, by Howard-Grenville (2007) in her study of shifts in issue-selling practices in a chip-making company, and by Rerup and Feldman (2011) in their study of evolution in interpretive schemes in a…”
Organizational Path Dependence: Opening the Black Box (2009, background): “…only the present trend toward process studies, with their inevitable historical component (e.g., Pettigrew et al., 2001; Van de Ven & Poole, 2005), but also studies of organizational practices and their replicate dynamics (e.g., Feldman & Pentland, 2003; Jarzabkowski, 2008; Lawrence et al., 2001).”
Patterns of strategies in Swiss higher education institutions (2011, background): “On top of that, empirical studies on the nature of strategies inside HEIs are rare (with the significant exceptions of Hardy 1991; Gioia and Thomas 1996; Jarzabkowski 2008).”
Dynamic Decision Making: A Model of Senior Leaders Managing Strategic Paradoxes (2014, background): “Senior leaders play a critical role: Their actions, rhetoric, and decisions in response to tensions create organizational contexts (Jarzabkowski, 2008), influence middle-manager responses (Floyd & Lane, 2000), and ultimately impact performance (He & Wong, 2004).”