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
- Chapter 1 Epistemological Alternatives for Researching Strategy as Practice: Building and Dwelling Worldviews
- Chapter 2 How Is Strategy Made? A Heideggerian Onto-Epistemological Framework for Studying Strategy as Practice
- Chapter 3 Constructivist Paradigms and Their Relevance for Strategy-as-Practice Research
- Chapter 4 The Ongoing Challenge of Developing Cumulative Knowledge about Strategy as Practice
- Chapter 5 Practical Relevance of Practice-Theoretical Research on Strategy
- Part II Theoretical Resources: Social Theory
- Part III Theoretical Resources: Organization and Management Theories
- Part IV Methodological Resources
- Part V Substantive Topic Areas
- Index
- References
Chapter 4 - The Ongoing Challenge of Developing Cumulative Knowledge about Strategy as Practice
from Part I - Ontological and Epistemological Questions
Published online by Cambridge University Press: 11 March 2025
By
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
- Chapter 1 Epistemological Alternatives for Researching Strategy as Practice: Building and Dwelling Worldviews
- Chapter 2 How Is Strategy Made? A Heideggerian Onto-Epistemological Framework for Studying Strategy as Practice
- Chapter 3 Constructivist Paradigms and Their Relevance for Strategy-as-Practice Research
- Chapter 4 The Ongoing Challenge of Developing Cumulative Knowledge about Strategy as Practice
- Chapter 5 Practical Relevance of Practice-Theoretical Research on Strategy
- Part II Theoretical Resources: Social Theory
- Part III Theoretical Resources: Organization and Management Theories
- Part IV Methodological Resources
- Part V Substantive Topic Areas
- Index
- References
Summary
Ann Langley addresses a central question in strategy as practice research: How can we build a cumulative body of knowledge when strategy as practice interests tend to favour small intensive samples and fine-grained analysis, leading to corresponding limitations in terms of generalizability? Langley addresses this question from three different perspectives on the nature and purpose of science: (1) the ‘normal-science view’ is based on the ongoing search for more accurate, general and useful causal statements about the relationships between important phenomena; (2) rather than striving for a single truth, the ‘practice view’ calls for increasingly more insightful interpretations or representations of the social world; and (3) the ‘pragmatic view’ puts the emphasis on the instrumentality of knowledge. Accordingly, the researcher ought to uncover the knowledge of the practitioners, render it explicit and make it available to others. Langley shows how the different publications in the field of strategy as practice invariably fall into one of the three views of science. She concludes by discussing the advantages and disadvantages were strategy as practice to adhere to any one of these models of science.
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- Information
- Cambridge Handbook of Strategy as Practice , pp. 80 - 97Publisher: Cambridge University PressPrint publication year: 2025
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