Asset Details
Do you wish to reserve the book?
On the Problem of Participation in Strategy: A Critical Discursive Perspective
Hey, we have placed the reservation for you!
By the way, why not check out events that you can attend while you pick your title.
Oops! Something went wrong.
Looks like we were not able to place the reservation. Kindly try again later.
Are you sure you want to remove the book from the shelf?
On the Problem of Participation in Strategy: A Critical Discursive Perspective
Do you wish to request the book?
On the Problem of Participation in Strategy: A Critical Discursive Perspective
Please be aware that the book you have requested cannot be checked out. If you would like to checkout this book, you can reserve another copy
We have requested the book for you!
Your request is successful and it will be processed during the Library working hours. Please check the status of your request in My Requests.
Oops! Something went wrong.
Looks like we were not able to place your request. Kindly try again later.
Journal Article
On the Problem of Participation in Strategy: A Critical Discursive Perspective
2008
Overview
We still know little of why strategy processes often involve participation problems. In this paper, we argue that this crucial issue is linked to fundamental assumptions about the nature of strategy work. Hence, we need to examine how strategy processes are typically made sense of and what roles are assigned to specific organizational members. For this purpose, we adopt a critical discursive perspective that allows us to discover how specific conceptions of strategy work are reproduced and legitimized in organizational strategizing. Our empirical analysis is based on an extensive research project on strategy work in 12 organizations. As a result of our analysis, we identify three central discourses that seem to be systematically associated with nonparticipatory approaches to strategy work: \"mystification,\" \"disciplining,\" and \"technologization.\" However, we also distinguish three strategy discourses that promote participation: \"self-actualization,\" \"dialogization,\" and \"concretization.\" Our analysis shows that strategy as practice involves alternative and even competing discourses that have fundamentally different kinds of implications for participation in strategy work. We argue from a critical perspective that it is important to be aware of the inherent problems associated with dominant discourses as well as to actively advance the use of alternative ones.
Publisher
INFORMS,Institute for Operations Research and the Management Sciences
Subject
