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Organized Worlds
Organized Worlds locates the study of organization within the wider area of social theory. It explores in detail the intricate relationships that exist between technology, representation and organization. The collection includes a chapter from the leading expert in the field, Robert Cooper, as well as an interview with him. Other contributors build upon and extend the findings of Cooper. This is a companion volume to In the Realm of Organization.
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.
Strategy
What does strategy mean to a Head of Ethics, Sustainability, and Governance in a globally-leading asset management company in London? How does the Chair of a not-for-profit community interest company, which supports women in Scotland to thrive in business, use learning to shape strategy? How is innovation, digitalization, and disruption viewed by the CEO of a Singaporean fintech start-up? Strategy: Theory, Practice, Implementation represents a new breed of textbook for this discipline. Developed in consultation with lecturers, students, and professionals, the book's research-driven Process-Practice Model of Strategy places implementation at its core, enabling students to develop a crystal cl...
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.
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.
Moving On in Ministry
While the Church of England provides practical resources for clergy as they make changes in their ‘careers’, very little theological reflection has been done around this subject. Not all change is welcome and driving factors differ from those in secular employment. This important volume explores key questions to consider at points of transition.
After Method
John Law argues that methods don't just describe social realities but are also involved in creating them. The implications of this argument are highly significant. If this is the case, methods are always political, and it raises the question of what kinds of social realities we want to create. Most current methods look for clarity and precision. It is usually said that only poor research produces messy findings, and the idea that things in the world might be fluid, elusive, or multiple is unthinkable. Law's startling argument is that this is wrong and it is time for a new approach. Many realities, he says, are vague and ephemeral. If methods want to know and help to shape the world, then they need to reinvent themselves and their politics to deal with mess. That is the challenge. Nothing less will do.
Leadership as Masterpiece Creation
How leaders can take the moral risks necessary to create “masterpieces”—admirable, distinctive, and high-achieving businesses that create meaningful lives for customers, employees, and themselves. In Leadership as Masterpiece Creation, Charles Spinosa, Matthew Hancocks, and Haridimos Tsoukas show how the humanities can help leaders create profitable, masterpiece organizations. Such organizations, they assert, are ones that possess the emotional and moral sensibilities of an artist, the wisdom of a statesperson, and the technical know-how of commerce. The authors draw on the works of Nietzsche, Heidegger, Bernard Williams, Shakespeare, and Machiavelli to conceptualize moral risk-taking,...
