Introduction
Strategy as Practice: A New Perspective
DEFINING AND THEORETICALLY LOCATING AN ACTIVITY-BASED VIEW
Core Social Theory Themes in Strategy as Practice
Locating Activity in the Strategy Literature
SHAPING STRATEGIC ACTIVITY IN PRACTICE
Establishing the Research Context
Implications of Procedural and Interactive Strategizing
Shaping Strategy and the Strategizing Matrix
Multiple Strategies Shape Each Other
THEORIZING AN ACTIVITY-BASED VIEW OF STRATEGY AS PRACTICE
Developing a Strategizing Framework
Taking the Research Agenda Forward
′Given the book is the first to deal with ′strategy-as-practice′ in
depth, it becomes vital to set the contours of the field and lay
the path for future research, both achieved in an admirable
fashion. More importantly, it also raises several questions and
forces the reader to embark on an invigorating thought process -the
hallmark of an interesting book for the serious reader.′
Srinivas Gunta
IIMB Management Review Reviews for Higher education Market: ′This
volume will appeal to researchers, students and those engaged in
strategic management in higher education. The case study material
provides a detailed portrait of the ways in which senior managers
engage in strategic development. Overall, the volume provides rich
insights on strategic management in higher education′ -Professor
Bob Burgess, Vice-Chancellor, University of Leicester ′This is a
completely original account of three contrasting universities′
approach to creating and managing strategy in modern conditions.
The problem of multiple strategies which interact with one another
will be recognised by every practitioner but have not been
described in this way before." Strategy as Practice" represents an
important contribution to higher education literature because it
theorises decisions and strategies which are for the most part
instinctive responses to external realities′ - Professor Michael
Shattock was Registrar of the University of Warwick before taking
up his Visiting Professorship at the Institute of Education,
University of London, where he is Director of the MBA in Higher
Education Management. Overall, I found this book insightful and
intriguing. As an interested outsider, I appreciated the aim of the
activity-based framework and its key concepts. While I believe that
many scholars will similarly recognize the significance of the
theoretical apparatus developed, the real value of the book lies in
the fact that it raises more questions than it answers. This is
especially helpful in emerging areas of research, and in this case,
Jarzabkowski has astutely signaled an agenda for future scholarship
that will no doubt fuel the continued growth of this subfield.
Jarzabkowski’s book is a welcome contribution and introduction to
the emerging strategy-as-practice research community. Jarzabkowski
has astutely signaled an agenda for future scholarship that will no
doubt fuel the continued growth of this subfield.
*Organization Studies*
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