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 IOntological and Epistemological Questions
- Part IITheoretical Resources: Social Theory
- Chapter 6Structuration Theory: Giddens and Beyond
- Chapter 7An Activity Theory Approach to Strategy as Practice
- Chapter 8A Bourdieusian Perspective on Strategizing
- Chapter 9A Wittgensteinian Perspective on Strategizing
- Chapter 10A Foucauldian Perspective on Strategic Practice: Strategy as the Art of (Un)folding
- Chapter 11A Narrativity Approach to Strategy as Practice: Strategy-Making from Texts and Narratives
- Chapter 12Actor–Network Theory and Strategy as Practice
- Chapter 13A Dramaturgical Framework for Strategy as Practice
- Chapter 14Schatzki’s Practice Theory and Strategy as Practice
- Chapter 15An Economies-of-Worth Perspective on Strategy as Practice: Dealing with Strategic Pluralism through Legitimation, Localization and Materialization
- Chapter 16Strategy as a Performative Practice: A Self-Referential, Knowledge-Based Perspective
- Part IIITheoretical Resources: Organization and Management Theories
- Part IVMethodological Resources
- Part VSubstantive Topic Areas
- Index
- References
Chapter 16 - Strategy as a Performative Practice: A Self-Referential, Knowledge-Based Perspective
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 IOntological and Epistemological Questions
- Part IITheoretical Resources: Social Theory
- Chapter 6Structuration Theory: Giddens and Beyond
- Chapter 7An Activity Theory Approach to Strategy as Practice
- Chapter 8A Bourdieusian Perspective on Strategizing
- Chapter 9A Wittgensteinian Perspective on Strategizing
- Chapter 10A Foucauldian Perspective on Strategic Practice: Strategy as the Art of (Un)folding
- Chapter 11A Narrativity Approach to Strategy as Practice: Strategy-Making from Texts and Narratives
- Chapter 12Actor–Network Theory and Strategy as Practice
- Chapter 13A Dramaturgical Framework for Strategy as Practice
- Chapter 14Schatzki’s Practice Theory and Strategy as Practice
- Chapter 15An Economies-of-Worth Perspective on Strategy as Practice: Dealing with Strategic Pluralism through Legitimation, Localization and Materialization
- Chapter 16Strategy as a Performative Practice: A Self-Referential, Knowledge-Based Perspective
- Part IIITheoretical Resources: Organization and Management Theories
- Part IVMethodological Resources
- Part VSubstantive Topic Areas
- Index
- References
Summary
Jean-Pascal Gond, Guillaume Carton and Yuval Millo investigate how strategy as practice and the constitution of strategy as a specific body of expert knowledge can learn from each other. After exploring the diversity of usages and meanings of performativity mobilized by strategy as practice scholars, they adopt a Barnesian take on performativity as a knowledge-based set of practices, partially self-referential, and potentially self-validating. Their analysis extends our view of strategy as practice by providing a framework of strategy as performative practice articulated around three core mechanisms: strategy conventionalization, which explains how actors produce, and become embedded, within strategy discourse and knowledge; strategy engineering, which points to the processes whereby such strategy discourse and knowledge is materially embedded into devices, tools and techniques; and strategy commodification, which explains how market forces are involved in the reproduction of strategy discourse and knowledge. With the aim to make the strategy as practice framework deliver more extensively its academic and practical potential, the authors conclude by setting an integrative research agenda based on the ideas of performing strategy as practice and strategizing performativity.
Keywords
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- Cambridge Handbook of Strategy as Practice , pp. 290 - 310Publisher: Cambridge University PressPrint publication year: 2025
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