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
- Chapter 6 Structuration Theory: Giddens and Beyond
- Chapter 7 An Activity Theory Approach to Strategy as Practice
- Chapter 8 A Bourdieusian Perspective on Strategizing
- Chapter 9 A Wittgensteinian Perspective on Strategizing
- Chapter 10 A Foucauldian Perspective on Strategic Practice: Strategy as the Art of (Un)folding
- Chapter 11 A Narrativity Approach to Strategy as Practice: Strategy-Making from Texts and Narratives
- Chapter 12 Actor–Network Theory and Strategy as Practice
- Chapter 13 A Dramaturgical Framework for Strategy as Practice
- Chapter 14 Schatzki’s Practice Theory and Strategy as Practice
- Chapter 15 An Economies-of-Worth Perspective on Strategy as Practice: Dealing with Strategic Pluralism through Legitimation, Localization and Materialization
- Chapter 16 Strategy as a Performative Practice: A Self-Referential, Knowledge-Based Perspective
- Part III Theoretical Resources: Organization and Management Theories
- Part IV Methodological Resources
- Part V Substantive Topic Areas
- Index
- References
Chapter 13 - A Dramaturgical Framework for Strategy as Practice
from Part II - Theoretical Resources: Social Theory
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
- Chapter 6 Structuration Theory: Giddens and Beyond
- Chapter 7 An Activity Theory Approach to Strategy as Practice
- Chapter 8 A Bourdieusian Perspective on Strategizing
- Chapter 9 A Wittgensteinian Perspective on Strategizing
- Chapter 10 A Foucauldian Perspective on Strategic Practice: Strategy as the Art of (Un)folding
- Chapter 11 A Narrativity Approach to Strategy as Practice: Strategy-Making from Texts and Narratives
- Chapter 12 Actor–Network Theory and Strategy as Practice
- Chapter 13 A Dramaturgical Framework for Strategy as Practice
- Chapter 14 Schatzki’s Practice Theory and Strategy as Practice
- Chapter 15 An Economies-of-Worth Perspective on Strategy as Practice: Dealing with Strategic Pluralism through Legitimation, Localization and Materialization
- Chapter 16 Strategy as a Performative Practice: A Self-Referential, Knowledge-Based Perspective
- Part III Theoretical Resources: Organization and Management Theories
- Part IV Methodological Resources
- Part V Substantive Topic Areas
- Index
- References
Summary
Whittle and Mueller offer a dramaturgical perspective on strategy as practice. This approach has its roots in Erving Goffman’s seminal work, and this contribution provides a sorely needed reflection of how the key ideas and concepts of this theoretical perspective can be used to advance our understand of important issues and questions in strategy as practice research. They include disruptive events, front region, dramatic realization, idealization, audience segregation, misrepresentation, back region, teams, team secrets, discrepant roles and defensive practices. However, Whittle and Mueller also encourage scholars to not only use specific ideas or concepts in Goffman’s work but to engage in more comprehensive analyses applying this approach to develop a fuller understanding of strategizing processes. They conclude by identifying avenues for future studies going beyond previous work using dramaturgical lenses in strategy as practice research.
- Type
- Chapter
- Information
- Cambridge Handbook of Strategy as Practice , pp. 230 - 248Publisher: Cambridge University PressPrint publication year: 2025
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