Book contents
- Cambridge Handbook of Strategy as Practice
- Cambridge Handbook of Strategy as Practice
- Copyright page
- Contents
- Figures
- Tables
- Boxes
- Contributors
- Preface to the Third Edition
- Introduction: What Is Strategy as Practice?
- Part I Ontological and Epistemological Questions
- Part II Theoretical Resources: Social Theory
- Part III Theoretical Resources: Organization and Management Theories
- Chapter 17 An Institutional Perspective on Strategy as Practice
- Chapter 18 Identity Work as a Strategic Practice
- Chapter 19 Sensemaking in Strategy as Practice: From a Phenomenon towards a Theory?
- Chapter 20 Routine Dynamics and Connections to Strategy as Practice
- Chapter 21 The Communicative Constitution of Strategy-Making: Exploring Fleeting Moments of Strategy
- Chapter 22 A Social-Symbolic Work Perspective on Strategy as Practice: The Objects of Strategy Work
- Chapter 23 Relating Strategy as Practice to the Resource-Based View, Capabilities Perspectives and Micro-Foundations Approaches
- Chapter 24 Analytical Frames for Studying Power in Strategy as Practice and Beyond
- Chapter 25 Strategy as Practice and the Critical Eye
- Part IV Methodological Resources
- Part V Substantive Topic Areas
- Index
- References
Chapter 24 - Analytical Frames for Studying Power in Strategy as Practice and Beyond
from Part III - Theoretical Resources: Organization and Management Theories
Published online by Cambridge University Press: 11 March 2025
Book contents
- Cambridge Handbook of Strategy as Practice
- Cambridge Handbook of Strategy as Practice
- Copyright page
- Contents
- Figures
- Tables
- Boxes
- Contributors
- Preface to the Third Edition
- Introduction: What Is Strategy as Practice?
- Part I Ontological and Epistemological Questions
- Part II Theoretical Resources: Social Theory
- Part III Theoretical Resources: Organization and Management Theories
- Chapter 17 An Institutional Perspective on Strategy as Practice
- Chapter 18 Identity Work as a Strategic Practice
- Chapter 19 Sensemaking in Strategy as Practice: From a Phenomenon towards a Theory?
- Chapter 20 Routine Dynamics and Connections to Strategy as Practice
- Chapter 21 The Communicative Constitution of Strategy-Making: Exploring Fleeting Moments of Strategy
- Chapter 22 A Social-Symbolic Work Perspective on Strategy as Practice: The Objects of Strategy Work
- Chapter 23 Relating Strategy as Practice to the Resource-Based View, Capabilities Perspectives and Micro-Foundations Approaches
- Chapter 24 Analytical Frames for Studying Power in Strategy as Practice and Beyond
- Chapter 25 Strategy as Practice and the Critical Eye
- Part IV Methodological Resources
- Part V Substantive Topic Areas
- Index
- References
Summary
Stewart Clegg and Martin Kornberger focus on one of the most important but still understudied dimension in strategy as practice: power. They investigate how power theories can inform the study of strategy as practice, and vice versa. Understanding strategy as the ‘art of creating power’, the study of the ways in which power and strategy interact and how one leads to the other should be a central concern for scholars of strategy. Whilst providing an overview of the key writings that have emerged at the interface between power and strategy, the authors also attempt to point towards several possible future lines of inquiry. Their contribution is structured following a rather simple heuristic device (strategy as noun, strategizing as verb, strategic as adjective) which emphasizes the different agents, mechanisms and effects that can guide the analysis of power and strategy.
- Type
- Chapter
- Information
- Cambridge Handbook of Strategy as Practice , pp. 435 - 452Publisher: Cambridge University PressPrint publication year: 2025
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