A journey, but no end? - strategizing with different performativity

Ole Uhrskov Friis; Claus Jørgensen; Christian Koch

A journey, but no end? - strategizing with different performativity

Ole Uhrskov Friis, Claus Jørgensen, Christian Koch

Department of Business Development and Technology

Research output: Contribution to journal/Conference contribution in journal/Contribution to newspaper › Conference article › Research › peer-review

Abstract

We will show how two Danish textile companies strategize in two strategy periods. A longitudinal approach to doing strategy shows how practitioners are transformed, and the strategy praxis and practices in use evolve over time. Case A shows how the strategy praxis change and practitioners transforms during the periods. Case B shows a continuation of the CEOs top down strategy praxis; where the strategy content is adjusted. The cases clearly reveal how performativity of strategy praxis and practices are both constraining and enabling the strategy process. Company A changes strategy praxis by using new strategy practices and practitioners and succeeds with implementing the strategy, whereas company B does not change strategy praxis but does change strategy content. It is still difficult to argue if one strategy performs better than the other.

Original language	Danish
Journal	European Group for Organizational Studies
Publication status	Published - 11 Jan 2016
Event	the 32nd EGOS Colloquium 'Organizing in the Shadow of Power' in Naples, Italy, July 7-9, 2016. - , Denmark Duration: 7 Jul 2016 → 9 Jul 2016

Conference

Conference	the 32nd EGOS Colloquium 'Organizing in the Shadow of Power' in Naples, Italy, July 7-9, 2016.
Country/Territory	Denmark
Period	07/07/2016 → 09/07/2016

Cite this

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title = "A journey, but no end? - strategizing with different performativity",

abstract = "We will show how two Danish textile companies strategize in two strategy periods. A longitudinal approach to doing strategy shows how practitioners are transformed, and the strategy praxis and practices in use evolve over time. Case A shows how the strategy praxis change and practitioners transforms during the periods. Case B shows a continuation of the CEOs top down strategy praxis; where the strategy content is adjusted. The cases clearly reveal how performativity of strategy praxis and practices are both constraining and enabling the strategy process. Company A changes strategy praxis by using new strategy practices and practitioners and succeeds with implementing the strategy, whereas company B does not change strategy praxis but does change strategy content. It is still difficult to argue if one strategy performs better than the other.",

author = "Friis, {Ole Uhrskov} and Claus J{\o}rgensen and Christian Koch",

year = "2016",

month = jan,

day = "11",

language = "Dansk",

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TY - GEN

T1 - A journey, but no end? - strategizing with different performativity

AU - Friis, Ole Uhrskov

AU - Jørgensen, Claus

AU - Koch, Christian

PY - 2016/1/11

Y1 - 2016/1/11

N2 - We will show how two Danish textile companies strategize in two strategy periods. A longitudinal approach to doing strategy shows how practitioners are transformed, and the strategy praxis and practices in use evolve over time. Case A shows how the strategy praxis change and practitioners transforms during the periods. Case B shows a continuation of the CEOs top down strategy praxis; where the strategy content is adjusted. The cases clearly reveal how performativity of strategy praxis and practices are both constraining and enabling the strategy process. Company A changes strategy praxis by using new strategy practices and practitioners and succeeds with implementing the strategy, whereas company B does not change strategy praxis but does change strategy content. It is still difficult to argue if one strategy performs better than the other.

AB - We will show how two Danish textile companies strategize in two strategy periods. A longitudinal approach to doing strategy shows how practitioners are transformed, and the strategy praxis and practices in use evolve over time. Case A shows how the strategy praxis change and practitioners transforms during the periods. Case B shows a continuation of the CEOs top down strategy praxis; where the strategy content is adjusted. The cases clearly reveal how performativity of strategy praxis and practices are both constraining and enabling the strategy process. Company A changes strategy praxis by using new strategy practices and practitioners and succeeds with implementing the strategy, whereas company B does not change strategy praxis but does change strategy content. It is still difficult to argue if one strategy performs better than the other.

M3 - Konferenceartikel

JO - European Group for Organizational Studies

JF - European Group for Organizational Studies

T2 - the 32nd EGOS Colloquium 'Organizing in the Shadow of Power' in Naples, Italy, July 7-9, 2016.

Y2 - 7 July 2016 through 9 July 2016

ER -