On the Problem of Participation in Strategy: A Critical Discursive Perspective

By Saku Mantere, Eero Vaara. Organ. Sci., 2008

454 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f924022e997cdbc1a9a416f63c5ff8c9a4321099

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Narrative attributions of entrepreneurial failure (2013, background): “This view resonates with Gareth Morgan’s mechanistic image of the organization (Morgan, 1986), which conceives the organization as a complex and interconnected technological system (Mantere and Vaara, 2008).”
Strategy and PowerPoint: An Inquiry into the Epistemic Culture and Machinery of Strategy Making (2011, background): “…only the medium in which decisions are discussed and recorded, but also the medium through which interpretations are developed and expressed and strategic actions initiated, authorized and acknowledged” (see also, Ezzamel and Willmott 2008; Jarzabkowski 2008; Mantere and Vaara 2008; Rouleau 2005).”
Emotional Dynamics and Strategizing Processes: A Study of Strategic Conversations in Top Team Meetings (2014, background): “Samra-Fredericks, 2004; Watson, 1995), which makes it difficult to identify relationships between emotion and strategizing, or retrospective accounts of larger processes that cannot fully capture the dynamics of strategizing as a social process (e.g. Laine and Vaara, 2007; Mantere and Vaara, 2008).”
Considering planned change anew:stretching large group interventions strategically, emotionally and meaningfully (2011, background): “In addition, strategic discourses in which individuals, such as middle managers, are embedded can limit in taken-for-granted ways how they conceive of their roles (Mantere & Vaara, 2008).”
Templates and Turns in Qualitative Studies of Strategy and Management (2011, methodology): “In its critical manifestation, the discursive turn also draws attention to the ways in which realities that favor certain groups over others are socially constructed but also to how those relations might be thought of differently (Ezzamel & Willmott, 2008; Mantere & Vaara, 2008).”
Opening Up: How Centralization Affects Participation and Inclusion in Strategy Making (2017, background): “Alternatives generation refers to the search for and development and analysis of different possible and plausible courses of action, and idea selection refers to the choosing of a course of action from the available set of alternatives (Cyert and March, 1963; Mintzberg et al., 1976).”
Radically Open Strategizing: How the Premium Cola Collective Takes Open Strategy to the Extreme (2017, unknown): “…in the established power structures of hierarchical organizations, where stakeholders are invited to provide “information, views and proposals” (Mantere & Vaara 2008; Whittington et al., 2011: 536 The Austrian manufacturing company Bachmann, for example, invited its employees to participate…”
Strategy tools as boundary objects (2009, background): “In order for strategy tools to be effective at spanning semantic boundaries, it is important to ensure participation in their selection and use (Mantere and Vaara, 2008).”
Strategy as Practice and the Narrative Turn (2011, background): “We will draw particular attention here to empirical studies by Vaara and colleagues (Vaara, 2002; Laine and Vaara, 2007; Mantere and Vaara, 2008) since this work very directly addresses who the “strategist” might be and how the role of “strategy practitioner” may be constructed, defined and reinterp”