13,383
Views
15
CrossRef citations to date
0
Altmetric
Emerging Conceptual Scholarship

Strategy Implementation as Performative Practice: Reshaping Organization into Alignment with Strategy

, &

References

  • Adler, P. S., Goldoftas, B., & Levine, D. I. (1999). Flexibility versus efficiency? A case study of model changeovers in the Toyota production system. Organization Science, 10(1), 43–68. doi:10.1287/orsc.10.1.43
  • Antonsen, Y. (2014). The downside of the Balanced Scorecard: A case study from Norway. Scandinavian Journal of Management, 30(1), 40–50. doi:10.1016/j.scaman.2013.08.001
  • Austin, J. L. (1963). How to do things with words. London, UK: Penguin.
  • Becker, M. C. (2005). The concept of routines: Some clarifications. Cambridge Journal of Economics, 29(2), 249–262. doi:10.1093/cje/bei031
  • Becker, M. C. (2008). Handbook of Organizational Routines. Northhampton, MA: Edward Elgar Publishing.
  • Beer, M. (2003). Why total quality management programs do not persist: The role of management quality and implications for leading a TQM transformation. Decision Sciences, 34(4), 623–642. doi:10.1111/deci.2003.34.issue-4
  • Beunen, R., Van Assche, K., & Duineveld, M. (2013). Performing failure in conservation policy: The implementation of European Union directives in the Netherlands. Land Use Policy, 31, 280–288. doi:10.1016/j.landusepol.2012.07.009
  • Beunza, D., Hardie, I., & MacKenzie, D. (2006). A price is a social thing: Towards a material sociology of arbitrage. Organization Studies, 27(5), 721–745. doi:10.1177/0170840606065923
  • Bhasin, S. (2012). An appropriate change strategy for lean success. Management Decision, 50(3–4), 439–458. doi:10.1108/00251741211216223
  • Birken, S. A., Lee, S.-Y. D., Weiner, B. J., Chin, M. H., Chiu, M., & Schaefer, C. T. (2014). From strategy to action: How top managers‘ support increases middle managers‘ commitment to innovation implementation in health care organizations. Health Care Management Review, 40, 159–682. doi:10.1097/HMR.0000000000000018
  • Broadbent, J., & Laughlin, R. (1997). Evaluating the ‘new public management‘ reforms in the UK: A constitutional possibility? Public Administration, 75(3), 487–507. doi:10.1111/padm.1997.75.issue-3
  • Butler, M. J. R. (2003). Managing from the inside out: Drawing on ‘receptivity‘ to explain variation in strategy implementation. British Journal of Management, 14, S47–S60. doi:10.1111/j.1467-8551.2003.00392.x
  • Cabantous, L., Gond, J. P., & Wright, A. (2018). The performativity of strategy: Taking stock and moving ahead. Long Range Planning, 51(3), 407–416. doi:10.1016/j.lrp.2018.03.002
  • Cabantous, L., Gond, J.-P., & Johnson-Cramer, M. (2010). Decision theory as practice: Crafting rationality in organizations. Organization Studies, 31(11), 1531–1566. doi:10.1177/0170840610380804
  • Cabantous, L, & Gond, J-P. (2011). rational decision making as performative praxis: explaining rationality's éternel retour. Organization Science, 22(3), 573-586. doi:10.1287/orsc.1100.0534
  • Callon, M. (1998). The laws of markets. Oxford, UK: Blackwell.
  • Callon, M. (2007). What does it mean to say that economics is performative?. In D. MacKenzie, F. Muniesa, & L. Siu (Eds.), Do economists make markets? On the performativity of economics. Princeton, USA: Princeton University Press.
  • Callon, M. (2010). Performativity, misfires and politics. Journal of Cultural Economy, 3(2), 163–169. doi:10.1080/17530350.2010.494119
  • Callon, M., & Muniesa, F. (2005). Peripheral vision: Economic markets as calculative collective devices. Organization Studies, 26(8), 1229–1250. doi:10.1177/0170840605056393
  • Carlon, D., Downs, A., Langstrand, J., & Elg, M. (2012). Non-human resistance in changes towards lean. Journal of Organizational Change Management, 25(6), 853–866. doi:10.1108/09534811211280609
  • Carter, B., Danford, A., Howcroft, D., Richardson, H., Smith, A., & Taylor, P. (2011). ‘All they lack is a chain’: Lean and the new performance management in the British civil service. New Technology, Work and Employment, 26(2), 83–97. doi:10.1111/ntwe.2011.26.issue-2
  • Carter, C., Clegg, S., & Kornberger, M. (2010). Re-framing strategy: Power, politics and accounting. Accounting, Auditing & Accountability Journal, 23(5), 573–594. doi:10.1108/09513571011054891
  • Carter, C., Clegg, S. R., & Kornberger, M. (2008a). S-A-P zapping the field. Strategic Organization, 6(1), 107–112. doi:10.1177/1476127007087156
  • Carter, C., Clegg, S. R., & Kornberger, M. (2008b). So!apbox: Editorial essays: Strategy as practice? Strategic Organization, 6(1), 83–99. doi:10.1177/1476127007087154
  • Chandler, J., Barry, J., & Clark, H. (2002). Stressing academe: The wear and tear of the new public management. Human Relations, 55(9), 1051–1069. doi:10.1177/0018726702055009019
  • Chia, R., & MacKay, B. (2007). Post-processual challenges for the emerging strategy-as-practice perspective: Discovering strategy in the logic of practice. Human Relations, 60(1), 217–242. doi:10.1177/0018726707075291
  • Christensen, T., & Laegreid, P. (2001). New public management: The transformation of ideas and practice. Aldershot, UK: Ashgate.
  • D‘Adderio, L. (2011). Artifacts at the centre of routines: Performing the material turn in routines theory. Journal of Institutional Economics, 7(Special Issue 02), 197–230. doi:10.1017/S174413741000024X
  • D’Adderio, L. (2008). The performativity of routines: Theorising the influence of artefacts and distributed agencies on routines dynamics. Research Policy, 37(5), 769–789. doi:10.1016/j.respol.2007.12.012
  • D’Adderio, L., & Pollock, N. (2014). Performing modularity: Competing rules, performative struggles and the effect of organizational theories on the organization. Organization Studies, 35(12), 1813–1843. doi:10.1177/0170840614538962
  • Davis, E. B., Kee, J., & Newcomer, K. (2010). Strategic transformation process: Toward purpose, people, process and power. Organization Management Journal, 7(1), 66–80. doi:10.1057/omj.2010.6
  • Dionysiou, D. D., & Tsoukas, H. (2013). Understanding the (re)creation of routines from within: A symbolic interactionist perspective. Academy of Management Review, 38(2), 181–205. doi:10.5465/amr.2011.0215
  • Fairfield, K. D., Harmon, J., & Behson, S. J. (2011). Influences on the organizational implementation of sustainability: An integrative model. Organization Management Journal, 8(1), 4–20. doi:10.1057/omj.2011.3
  • Feldman, M. S. (2000). Organizational routines as a source of continuous change. Organization Science, 11(6), 611–629. doi:10.1287/orsc.11.6.611.12529
  • Feldman, M. S. (2003). A performative perspective on stability and change in organizational routines. Industrial and Corporate Change, 12(4), 727–752. doi:10.1093/icc/12.4.727
  • Feldman, M. S., & Orlikowski, W. J. (2011). Theorizing practice and practicing theory. Organisation Science, 22(5), 1240–1253. doi:10.1287/orsc.1100.0612
  • Feldman, M. S., & Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48(1), 94–118. doi:10.2307/3556620
  • Ferlie, E., Ashburner, L., Fitzgerald, L., & Pettigrew, A. (1996). The new public management in action. Oxford, UK: Oxford University Press.
  • Ferraro, F., Pfeffer, J., & Sutton, R. I. (2005). Economics language and assumptions: How theories can become self-fulfilling. Academy of Management Review, 30(1), 8–24. doi:10.5465/amr.2005.15281412
  • Floyd, S. W., & Wooldridge, B. (1992). Managing strategic consensus: The foundation of effective implementation. The Executive, 6(4), 27–39.
  • Freedman, M. (2003). The genius is in the implementation. Journal of Business Strategy, 24(2), 26–31. doi:10.1108/02756660310508164
  • Friesl, M., & Silberzahn, R. (2012). Challenges in establishing global collaboration: Temporal, strategic and operational decoupling. Long Range Planning, 45(2–3), 160–181. doi:10.1016/j.lrp.2011.11.004
  • Ghoshal, S. (2005). Bad management theories are destroying good management practices. Academy of Management Learning & Education, 4(1), 75–91. doi:10.5465/amle.2005.16132558
  • Gond, J.-P., Cabantous, L., Harding, N., & Learmonth, M. (2015). What do we mean by performativity in organizational and management theory? The uses and abuses of performativity. International Journal of Management Reviews, 18(4), 440-463.
  • Gow, J. I., & Dufour, C. (2000). Is the new public management a paradigm? Does it matter? International Review of Administrative Sciences, 66(4), 573–597. doi:10.1177/0020852300664002
  • Green, S., & May, S. (2005). Lean construction: Arenas of enactment, models of diffusion and the meaning of ‘leanness‘. Building Research & Information, 33(6), 498–511. doi:10.1080/09613210500285106
  • Guérard, S., Langley, A., & Seidl, D. (2013). Rethinking the concept of performance in strategy research: Towards a performativity perspective. M@n@gement, 16(5), 566–578. doi:10.3917/mana.165.0566
  • Håkonsson, D. D., Burton, R. M., Obel, B., & Lauridsen, J. T. (2012). Strategy implementation requires the right executive style: Evidence from Danish SMEs. Long Range Planning, 45(2–3), 182–208. doi:10.1016/j.lrp.2012.02.004
  • Hambrick, D. C., & Cannella, A. A. (1989). Strategy implementation as substance and selling. The Academy of Management Executive, 3(4), 278–285. doi:10.5465/AME.1989.4277401
  • Heracleous, L. (2000). The role of strategy implementation in organization development. Organization Development Journal, 18(3), 75–86.
  • Hodgson, D. (2005). ‘Putting on a professional performance‘: Performativity, subversion and project management. Organization, 12(1), 51–68. doi:10.1177/1350508405048576
  • Hodgson, G. M. (2008). The concept of a routine. In M. C. Becker (Ed.), Handbook of organizational routines (pp. 15–28). Northhampton, MA: Edward Elgar Publishing.
  • Hood, C. (1995). The “new public management” in the 1980s; variations on a theme. Accounting, Organization and Society, 20(2–3), 93–109. doi:10.1016/0361-3682(93)E0001-W
  • Howard-Grenville, J. A. (2005). The persistence of flexible organizational routines: The role of agency and organizational context. Organization Science, 16(6), 618–636. doi:10.1287/orsc.1050.0150
  • Huy, Q. N. (2011). How middle managers‘ group-focus emotions and social identities influence strategy implementation. Strategic Management Journal, 32(13), 1387–1410. doi:10.1002/smj.961
  • Jarzabkowski, P., & Kaplan, S. (2014). Strategy tools-in-use: A framework for understanding “technologies of rationality” in practice. Strategic Management Journal, 36(4), 537–558. doi:10.1002/smj.2270
  • Jarzabkowski, P., & Paul Spee, A. (2009). Strategy-as-practice: A review and future directions for the field. International Journal of Management Reviews, 11(1), 69–95. doi:10.1111/ijmr.2009.11.issue-1
  • Johnson, G., Langley, A., Melin, L., & Whittington, R. (Eds.). (2007). Strategy as practice. Research directions and resources. Cambridge, UK: Cambridge University Press.
  • Kleinbaum, A. M., & Stuart, T. E. (2014). Inside the black box of the corporate staff: Social networks and the implementation of corporate strategy. Strategic Management Journal, 35(1), 24–47. doi:10.1002/smj.2014.35.issue-1
  • Kornberger, M., & Carter, C. (2010). Manufacturing competition: How accounting practices shape strategy making in cities. Accounting, Auditing & Accountability Journal, 23(3), 325–349. doi:10.1108/09513571011034325
  • Kornberger, M., & Clegg, S. (2011). Strategy as performative practice: The case of Sydney 2030. Strategic Organization, 9(2), 136–162. doi:10.1177/1476127011407758
  • Labatut, J., Aggeri, F., & Girard, N. (2012). Discipline and change: How technologies and organizational routines interact in new practice creation. Organization Studies, 33(1), 39–69. doi:10.1177/0170840611430589
  • Langley, A., Smallman, C., Tsoukas, H., & Van de Ven, A. H. (2013). Process studies of change in organization and management: Unveiling temporality, activity, and flow. Academy of Management Journal, 56(1), 1–13. doi:10.5465/amj.2013.4001
  • Latour, B. (1986). The Powers of Association. In J. Law (Ed.), Power, action and belief: A new sociology of knowledge? (pp. 264–280). London, UK: Routledge & Kegan Paul.
  • MacKenzie, D. (2006). An engine, not a camera. Cambridge, MA: The MIT Press.
  • Mantere, S., & Vaara, E. (2008). On the problem of participation in strategy: A critical discursive perspective. Organization Science, 19(2), 341–358. doi:10.1287/orsc.1070.0296
  • McCann, L., Hassard, J. S., Granter, E., & Hyde, P. J. (2015). Casting the lean spell: The promotion, dilution and erosion of lean management in the NHS. Human Relations, 68(10), 1557–1577. doi:10.1177/0018726714561697
  • Mentzas, G. (1997). Implementing an IS strategy - A team approach. Long Range Planning, 30(1), 84–95. doi:10.1016/S0024-6301(96)00099-4
  • Merkus, S., De Heer, J., & Veenswijk, M. (2014a). Decision-making as performative struggle: Strategic political-executive practices influencing the actualization of an infrastructural development. Journal of Organizational Ethnography, 3(2), 224–245. doi:10.1108/JOE-12-2012-0058
  • Merkus, S., De Heer, J., & Veenswijk, M. (2014b). Framing the zone: Political executives engaging in a narrative-framing contest during strategic decision-making. Planning Practice & Research, 29(5), 569–584.
  • Merkus, S & Veenswijk,M. (2017). Turning New Public Management theory into reality: Performative struggle during a large scale planning process. Environment and Planning C: Politics and Space, 35(7), 1264–1284.
  • Nicolini, D. (2012). Practice theory, work, and organization: An introduction. Oxford, UK: Oxford University Press.
  • Nicolini, D., Gherardi, S., & Yanow, D. (2003). Knowing in organizations. A practice-based approach. London, UK: M. E. Sharpe.
  • Noble, C. H. (1999). The eclectic roots of strategy implementation research. Journal of Business Research, 45(2), 119–134. doi:10.1016/S0148-2963(97)00231-2
  • Olsen, M., & Boxenbaum, E. (2009). Bottom-of-the-pyramid: Organizational barriers to implementation. California Management Review, 51(4), 100–125. doi:10.2307/41166507
  • Orlikowski, W. J., & Scott, S. V. (2008). 10 sociomateriality: Challenging the separation of technology, work and organization. The Academy of Management Annals, 2(1), 433–474. doi:10.5465/19416520802211644
  • Osborne, D., & Gaebler, T. (1992). Reinventing government. How the entrepreneurial spirit is transforming the public sector. Reading, MA: Addison-Wesley.
  • Parmigiani, A., & Howard-Grenville, J. (2011). Routines revisited: Exploring the capabilities and practice perspectives. The Academy of Management Annals, 5(1), 413–453. doi:10.5465/19416520.2011.589143
  • Payne, A., & Frow, P. (2006). Customer relationship management: From strategy to implementation. Journal of Marketing Management, 22(1–2), 135–168. doi:10.1362/026725706776022272
  • Pellegrinelli, S., & Bowman, C. (1994). Implementing strategy through projects. Long Range Planning, 27(4), 125–132. doi:10.1016/0024-6301(94)90062-0
  • Pentland, B. T., & Feldman, M. S. (2005). Organizational routines as a unit of analysis. Industrial and Corporate Change, 14(5), 793–815. doi:10.1093/icc/dth070
  • Pentland, B. T., & Feldman, M. S. (2008). Designing routines: On the folly of designing artifacts, while hoping for patterns of action. Information and Organization, 18(4), 235–250. doi:10.1016/j.infoandorg.2008.08.001
  • Pentland, B. T., Feldman, M. S., Becker, M. C., & Liu, P. (2012). Dynamics of organizational routines: A generative model. Journal of Management Studies, 49(8), 1484–1508. doi:10.1111/joms.2012.49.issue-8
  • Pentland, B. T., & Rueter, H. H. (1994). Organizational routines as grammars of action. Administrative Science Quarterly, 39(3), 484–510. doi:10.2307/2393300
  • Pitsis, T. S., Clegg, S. R., Marosszeky, M., & Rura-Polley, T. (2003). Constructing the Olympic dream: A future perfect strategy of project management. Organization Science, 14(5), 574–590. doi:10.1287/orsc.14.5.574.16762
  • Pollitt, C. (1995). Justification by works or by faith? Evaluating the new public management. Evaluation, 1(2), 133–154. doi:10.1177/135638909500100202
  • Pollitt, C. (2001). New public management. Political Studies, 49(2), 336–337.
  • Porter, M. E. (1980). Competitive strategy. New York, NY: Free Press.
  • Pryor, M. G., Anderson, D., Toombs, L. A., & Humphreys, J. H. (2007). Strategic implementation as a core competency. Journal of Management Research, 7(1), 3–17.
  • Ready, D. A., & Conger, J. A. (2008). Enabling bold visions. Mit Sloan Management Review, 49(2), 70-+.
  • Rerup, C., & Feldman, M. S. (2011). Routines as a source of change in organizational schemata: The role of trial-and-error learning. Academy of Management Journal, 54(3), 577–610. doi:10.5465/amj.2011.61968107
  • Sage, D. J., Dainty, A., & Brookes, N. J. (2013). Thinking the ontological politics of managerial and critical performativities: An examination of project failure. Scandinavian Journal of Management, 29(3), 282–291. doi:10.1016/j.scaman.2013.01.004
  • Schwartz-Shea, P., & Yanow, D. (2012). Interpretive approaches to research design. London, UK: Routledge.
  • Sergi, V., Lusiani, M., Langley, A., & Denis, J. (2012). Optimizing Strategy: The performativity of lean management discourse. Paper presented at the 28th EGOS Colloquium, Helsinki, Finland.
  • Sergi, V., Lusiani, M., Langley, A., & Denis, J. (2013). Saying what you do and doing what you say: The performative dynamics of lean management theory. Paper presented at the 29th EGOS Colloquium, Montréal, Canada.
  • Svetlova, E. (2012). On the performative power of financial models. Economy and Society, 41(3), 418–434. doi:10.1080/03085147.2011.616145
  • Taylor, W. A., & Wright, G. H. (2003). A longitudinal study of TQM implementation: Factors influencing success and failure. Omega-International Journal of Management Science, 31(2), 97–111. doi:10.1016/S0305-0483(03)00017-3
  • Tsoukas, H., & Chia, R. (2002). On organizational becoming: Rethinking organizational change. Organization Science, 13(5), 567–582. doi:10.1287/orsc.13.5.567.7810
  • Turner, S. F., & Rindova, V. (2012). A balancing act: How organizations pursue consistency in routine functioning in the face of ongoing change. Organization Science, 23(1), 24–46. doi:10.1287/orsc.1110.0653
  • Vaara, E., Sorsa, V., & Pälli, P. (2010). On the force potential of strategy texts: A critical discourse analysis of a strategic plan and its power effects in a city organization. Organization, 17(6), 685–702. doi:10.1177/1350508410367326
  • Vaara, E., & Whittington, R. (2012). Strategy-as-practice: Taking social practices seriously. The Academy of Management Annals, 6(1), 285–336. doi:10.5465/19416520.2012.672039
  • Van Den Ende, L., & Van Marrewijk, A. (2018). The point of no return: Ritual performance and strategy making in project organizations. Long Range Planning, 51(3), 451–462. doi:10.1016/j.lrp.2017.02.006
  • Van Rensburg, M. J., Davis, A., & Venter, P. (2014). Making strategy work: The role of the middle manager. Journal of Management & Organization, 20(2), 165–186. doi:10.1017/jmo.2014.33
  • Vásquez, C., Bencherki, N., Cooren, F., & Sergi, V. (2018). From ‘matters of concern’ to ‘matters of authority’: Studying the performativity of strategy from a communicative constitution of organization (CCO) approach. Long Range Planning, 51(3), 417–435. doi:10.1016/j.lrp.2017.01.001
  • Veenswijk,M. (2005). Cultural change in the public sector: Innovating the frontstage and backstage. In M. Veenswijk (Ed.), Organizing innovation. New approaches to cultural change and intervention in public sector organizations (pp. 3–14). Amsterdam, The Netherlands: IOS Press.
  • Venter, P., Wright, A., & Dibb, S. (2014). Performing market segmentation: A performative perspective. Journal of Marketing Management, 31(1–2), 62–83. doi:10.1080/0267257X.2014.980437
  • Vilà, J., & Canales, J. I. (2008). Can strategic planning make strategy more relevant and build commitment over time? The case of RACC. Long Range Planning, 41(3), 273–290. doi:10.1016/j.lrp.2008.02.009
  • Weick, K. E. (1995). Sensemaking in Organizations. London, UK: Sage.
  • Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (2005). Organizing and the process of sensemaking. Organization Science, 16(4), 409–421. doi:10.1287/orsc.1050.0133
  • Whittington, R. (1996). Strategy as practice. Long Range Planning, 29(5), 731–735. doi:10.1016/0024-6301(96)00068-4
  • Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613–634. doi:10.1177/0170840606064101
  • Whittle, A., & Mueller, F. (2010). Strategy, enrolment and accounting: The politics of strategic ideas. Accounting, Auditing & Accountability Journal, 23(5), 626–646. doi:10.1108/09513571011054918
  • Willems, T. (2018a). 'Monsters' and 'Mess' on the Railways: Coping with Complexity in Infrastructure Breakdowns. PhD Thesis, Vrije Universiteit, Amsterdam. http://dare.ubvu.vu.nl/handle/1871/55532
  • Willems, T. (2018b). Seeing and sensing the railways: A phenomenological view on practice-based learning. Management Learning, 49(1), 23–39. doi:10.1177/1350507617725188
  • Wright, A. (2014). Organizational routines as embodied performatives: A communication as constitutive of organization perspective. Organization. 23(2), 147-163
  • Wright, R. P., Paroutis, S. E., & Blettner, D. P. (2013). How useful are the strategic tools we teach in business schools? Journal of Management Studies, 50(1), 92–125. doi:10.1111/j.1467-6486.2012.01082.x
  • Yanow, D., & Tsoukas, H. (2009). What is reflection-in-action? A phenomenological account. Journal of Management Studies, 46(8), 1339–1364. doi:10.1111/joms.2009.46.issue-8
  • Ybema, S., Yanow, D., Wels, H., & Kamsteeg, F. (Eds.). (2009). Organizational ethnography. Studying the complexity of everyday life. London,UK: Sage.
  • Zbaracki, M. J., & Bergen, M. (2010). When truces collapse: A longitudinal study of price-adjustment routines. Organization Science, 21(5), 955–972. doi:10.1287/orsc.1090.0513
  • Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13(3), 339–351. doi:10.1287/orsc.13.3.339.2780