The DOI matches its Crossref record; 2 of the 2 references it cites were found in a registry or an index.
The Structure and Significance of Strategic Episodes: Social Systems Theory and the Routine Practices of Strategic Change
Open accessAbstract
theory and the routine practices of strategic change In this paper we draw on Niklas Luhmann’s social systems theory, and in particular his concept of an ‘episode’, to guide research into strategic practice and its relationship to the operating routines of an organization. Episodes, in Luhmann’s theory, provide a mechanism by which a system can suspend its routine structures and so initiate a reflection on and change of these structures. Applying this theory to the organisational process of strategic change, we draw attention to the routine nature of strategic episodes and to their organisational role as the effective locus of strategic practice and the interaction between strategic and operating routines. We continue to develop a framework for the systematic analysis of different kinds of episode in terms of key aspects of their initiation, conduct and termination. 2 The structure and significance of strategic episodes: social systems theory and the routine practices of strategic change This paper responds to a recent call for an exploration of strategy as a form of
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Citations
Cites
Bourdieu, P. (1990) · doi:10.1515/9781503621749 · Cited by 17,271
Organizational Learning: A Theory of Action Perspective
Argyris, C., & Schön, D. A. (1997) · Reis · doi:10.2307/40183951 · Cited by 11,113 · cited 1×
“…to the problem, framed in terms of ‘unfreezing’ and ‘refreezing’ (Lewin, 1952), ‘second-order change’ (Watzlawick et al., 1974) or ‘double-loop learning’ (Argyris & Schon, 1978), follows early theorists of practice such as Durkheim (1973), Dewey (1922) and Mead (1934) in positing a higher level…”
Background
Cited by
Completing the Practice Turn in Strategy Research
Whittington, R. (2006) · Organization Studies · doi:10.1177/0170840606064101 · Cited by 1,972
Communication, Organizing and Organization: An Overview and Introduction to the Special Issue
Cooren, F., Kuhn, T., Cornelissen, J. P., & Clark, T. (2011) · Organization Studies · doi:10.1177/0170840611410836 · Cited by 585
Chia, R., & MacKay, B. (2007) · Human Relations · doi:10.1177/0018726707075291 · Cited by 533
Firm, strategic group, and industry influences on performance
Short, J. C., Ketchen, D. J., Palmer, T. B., & Hult, G. T. M. (2007) · Strategic Management Journal · doi:10.1002/smj.574 · Cited by 396
Penttilä, V. (2020) · Business & Society · doi:10.1177/0007650319825825 · Cited by 52
Metadata
- Authors
- Hendry, J., & Seidl, D.
- Venue
- Journal of Management Studies
- Publisher
- Wiley
- Published
- 2003-01
- Volume
- 40
- Issue
- 1
- Pages
- 175-196
- ISSN
- 0022-2380 (ISSN-L)
- 1467-6486
- OpenAlex
- W2119625318
- Cited by
- 465
- References
- 2
- FWCI
- 18.24
- Type
- journal article
- Language
- en
- Open access
- green
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- Hendry, J., & Seidl, D. (2003). The Structure and Significance of Strategic Episodes: Social Systems Theory and the Routine Practices of Strategic Change. Journal of Management Studies. https://doi.org/10.1111/1467-6486.00008
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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