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For Robert Cooper
Robert Cooper, who died in 2013, was the leading theorist of organization working in England over the past few decades. Describing himself as a ‘social philosopher,’ he was one of the first writers to introduce post-structuralist and post-modern thought into theories of organization but was always reluctant to reduce what he did to being part of ‘Management.’ Instead, he concentrated on thinking about organizations and organizing, working with ideas about entity and process views of organizations, and also the dualisms of organization/environment, organization/disorganization, and concentrating particularly on ideas of the boundary or seam which divides and conjoins. He wrote about, ...
Strategy Without Design
A unique analysis of strategy in organizations that shows how successful strategies may result without planning or design.
In the Realm of Organisation
This book breaks new ground, departing from an emphasis on 'organisations' as social objects and moving towards a position of analysis which situates itself in the wider context of the late modernity. The contributors of this book acknowledge the impact of Robert Cooper on their own work and develop further his insistence that organisational analysis must be understood in terms of the rationalization of society as a whole.
Global Strategy in Our Age of Chaos
Chaotic environments are producing unique and unprecedented challenges for multinational companies, challenges that raise important questions about whether and how multinationals will survive or wither away. This Element explores both the macro political, economic, technological, and social forces impacting international business and the strategic management adaptations that leading companies have deployed to respond to these challenges. We observe that a new organizational form – the Global Multi-Business – has evolved that may be especially adapted to respond to and challenge a world in which change is ubiquitous, with the direction of change unpredictable and the pace of change accelerating. It accomplishes this through the strategic assembly of the organization and the animation of its many parts.
Business Model Innovation
Digital technologies have allowed for the proliferation of new business models, something that has attracted the attention of academic research. Much of this research has focused on (i) understanding what a business model is and its theoretical connection to the concept of strategy, and (ii) exploring what business model innovation is and what its sources and outcomes are. Less work has gone into studying the issues that established firms face in business model innovation – such as how to respond to the arrival of a disruptive business model in one's industry, or how to compete with dual business models or how to migrate from one business model to another. This Element approaches the topic of business model innovation from the perspective of the established firm and examines the unique strategic and organizational issues that big, established companies face when a new business model enters their markets.
Strategizing in the Polish Furniture Industry
The Element provides a broad overview of the Polish furniture industry. It tells the story of a sector that grew from a bundle of craftsmen into Europe's largest and the world's second-largest furniture exporter within three decades. This is also the story of a sector marked by a subordinate role in global value chains and a mediocre ranking in the global value capture game. Equipped with the methods of anthropology and the theoretical lenses of strategic management, the author guides the reader through the living world of the sector's strategists – their environment, resources, and dilemmas. The Element reconstructs how the strategists engage in creative dialogue with factors at the macro level (semi-peripheral economy, global value chain position), meso level (human capital, governmental programs) and micro level (family traditions, personal interests) to create their unique business models.
Fifty Key Postmodern Thinkers
Postmodernism is an important part of the cultural landscape which continues to evolve, yet the ideas and theories surrounding the subject can be diverse and difficult to understand. Fifty Postmodern Thinkers critically examines the work of fifty of the most important theorists within the postmodern movement who have defined and shaped the field, bringing together their key ideas in an accessible format. Drawing on figures from a wide range of subject areas including literature, cultural theory, philosophy, sociology and architecture those covered include: John Barth Umberto Eco Slavoj Zizek Cindy Sherman John Cage Jean-Francois Lyotard Charles Jencks Jacques Derrida Homi K. Bhabha Quentin Tarantino Each entry examines the thinkers’ career, key contributions and theories and refers to their major works. A valuable resource for those studying postmodern ideas at both undergraduate and postgraduate level, this text will appeal across the humanities and social sciences.
Strategizing With Institutional Theory
This text consults seven variants of institutional theory to explore how these can be applied to strategic management. These variants are New Institutional Economics, Old Institutionalism, New Institutionalism, institutional entrepreneurship and change, intra organizational institutionalization, institutional logics, and institutional work. In doing so, three strategic management styles are distinguished: competitiveness based strategic management, legitimacy based strategic management, and performativity based strategic management. While the competitive based style sees institutional theory submitting to mainstream strategy research, offering additional variables and considerations to explain competitive advantage, the legitimacy based style makes institutional theory a strategy theory in its own right by providing an explanation for an organization's viability that emphasizes legitimacy over competitive advantage. The performativity based style is an even more radical departure from mainstream strategizing by purporting that a future is actively created with organizations making contributions as emerging issues are being dealt with.
Strategy-In-Practices
This Element maintains that increasing strategic effectiveness involves paying greater attention to the idiosyncratic capabilities and know-how already accumulated in an organization's shared practices and the modus operandi contained therein. An organization's modus operandi describes the practiced patterned regularities that enables it to achieve a consistency of response in strategic circumstances even in the absence of any clear, formalized strategic plan. This patterned regularity known as Strategy-in-Practices (SiP) draws attention to the tacit influence of an organization's shared practices on its formal strategy-making efforts. It emphasizes the need for both these to be aligned so that the organization is better prepared to cope with the challenges and opportunities it faces.
