Editors' introductionPaper summary; Methods; Data Sources; Data analysis; How are fast strategic decisions made?; Speed, planning and real-time information; Speed, timing and number of alternatives; Speed, power and the role of the counsellor; Speed, conflict and resolution; Speed, fragments and decision integration; How does strategic decisions speed link to performance; Towards a model of the speed of strategic decision making; Conclusions; Editors' commentary; 6 In search of rationality: the purposes behind the use of formal analysis in organizations; Abstract; Editors' introduction.
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Editors' introductionPaper summary; Technology and the structuring of structure; Mapping the evolution of structure; Radiology's institutional context and traditions; The structuring of Suburban's CT operation; Phase 1 Negotiation of discretion; Phase 2 Usurping autonomy; The structuring of Urban's CT operation; Phase 1 Negotiating dependence; Phases 2 and 3 Constructing and ensuring ineptitude; Phase 4 Towards independence; The sedimentation of alternate organizational forms; Conclusions; Editors' Commentary; 5 Making fast strategic decisions in high-velocity environments; Abstract.
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Paper summary.
INTERNAL BIBLIOGRAPHIES/INDEXES NOTE
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Includes bibliographical references and index.
CONTENTS NOTE
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Cover; Half-title; Title; Copyright; Contents; Figures; Preface; Authors' biographies; Acknowledgements; Part I; 1 Introducing the Strategy as Practice perspective; Introduction; The need for Strategy as Practice; The rationale; A developing characteristic of Strategy as Practice: the need for plurality; More plural levels of analysis; Plurality of actors; Plurality of dependant variables; Plurality of theories; Mapping the research domain; The structure of the domain; A research agenda; Defining concepts: practice and praxis; Practices as what people engage with; Practice as what people do.
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Capturing Strategy as Practice: access, data collection and ethicsAccess and proximity trade-offs; Data collection; Ethical issues; Understanding Strategy as Practice: analysis and theorizing; Descriptive contributions; Variance theorizing; Process theorizing; Theory testing; Conclusions: doing research on doing strategy; The role of quantification; The role of strategy practitioners; The role of creativity; Part lI lllustrative papers; Introduction; 4 Technology as an occasion for structuring: evidence from observations of CT scanners and the social order of radiology departments; Abstract.
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The structure of the book2 Practical theories; Introduction; Theoretical orientations; Pragmatism; The social theory of practice; Theoretical resources; Situated Learning; The Carnegie tradition: sensemaking and organizational routines; Institutional theories; Actor-network theory; Strategic planning from four perspectives; Conclusion; 3 Doing research on doing strategy; Approaching Strategy as Practice: epistemological choices and research strategies; Bounding Strategy as Practice: sampling and research design; Choosing units of analysis; Defining and bounding units of analysis; Sampling.
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SUMMARY OR ABSTRACT
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An analysis of what people do in relation to the development of strategy in organizations.
OTHER EDITION IN ANOTHER MEDIUM
Title
Strategy as Practice : Research Directions and Resources.