By Andreas Rasche
This e-book deals a scientific critique of the medical discourse of strategic administration. It uncovers students' unquestioned assumptions and indicates that via upholding those assumptions reseachers imprecise the paradoxical nature of strategic reasoning. To discover the paradoxes of strategic administration the writer refers back to the philosophy of Jacques Derrida. He exposes the paradoxes that necessarily happen while theorizing approximately company procedure alongside the size approach context, method, and content material and exhibits how those paradoxes can improve destiny brooding about strategic difficulties. The research is finished by way of a dialogue of theoretical and useful implications which spotlight the necessity to learn approach no longer as whatever a firm has, yet as whatever a firm does. any such 'practice viewpoint' offers connection with the paradoxical floor that strategic administration rests on and enriches students' skill to mirror on practitioners' projects whereas 'doing' technique in organizations.
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Additional info for The Paradoxical Foundation of Strategic Management
2 Paradigm Lost? – The Roots of Strategy Research While the preceding section showed that there are different definitions of the term ‘corporate strategy’, some of these perspectives have gained more prominence and consequently hardened into paradigms. For instance, the work of Porter (1980, 1985) has attracted much attention, whereas Weick’s (1987a) strategic reality is not widely accepted. To understand which strategic realities have become established, we need to appreciate the idea of ‘paradigm’.
As the discussion shows, there are perspectives that reach beyond these dominant logics and not all strategy scholars favor environmental determinism and planning-like strategizing. Yet as the discussion in chapter Paradigm Lost? – The Roots of Strategy Research 33 three will reveal, (a) the ‘mainstream’ in strategic management theory complies with the dominant logics and (b) that even some of those scholars who take alternative perspectives do not fully disengage from the oppositional-logic that obscures paradox.
This still leaves the question: Which possibilities are blinded out and which ones are activated by such structures? If we do not know which possibilities are blinded out or highlighted by strategizing activities, we cannot demonstrate why there is a particular need for strategic structures as means to reduce ambiguity. Obviously, non-strategic structures reduce ambiguity as well. What is particularly strategic? Surely, ‘strategic’ has become a buzzword for all disciplines trying to stress the significance of their work (Lyles 1990: 363).