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Materializing Strategy and Strategizing Materials: Why Matter Matters

Author

Listed:
  • Stéphanie Dameron

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

  • Jane K. Lê
  • Curtis Lebaron

Abstract

An introduction is presented in which the editor discusses several topics within the issue including developing an interest in materiality for the organizational research, workshops on materiality, and linking of materiality with the strategy practice agenda.

Suggested Citation

  • Stéphanie Dameron & Jane K. Lê & Curtis Lebaron, 2015. "Materializing Strategy and Strategizing Materials: Why Matter Matters," Post-Print hal-01637715, HAL.
    • Handle: RePEc:hal:journl:hal-01637715
    DOI: 10.1111/1467-8551.12084
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    Citations

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    Cited by:

    1. Filippo Zanin & Maria Lusiani & Carlo Bagnoli, 2020. "The swinging role of visualization in strategic planning," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 24(4), pages 1019-1054, December.
    2. Eero Vaara & Juha-Antti Lamberg, 2016. "Taking historical embeddedness seriously : Three historical approaches to advance strategy process and practice research," Post-Print hal-02276732, HAL.
    3. Cate Watson & Aileen Ireland, 2021. "Boards in action: processes and practices of ‘strategising’ in the Boardroom," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 25(3), pages 933-966, September.
    4. O'Brien, Frances A. & Meadows, Maureen & Griffiths, Sam, 2017. "Serialisation and the use of Twitter: Keeping the conversation alive in public policy scenario projects," Technological Forecasting and Social Change, Elsevier, vol. 124(C), pages 26-40.
    5. Ramirez, R. & Bhatti, Y. & Tapinos, E., 2020. "Exploring how experience and learning curves decrease the time invested in scenario planning interventions," Technological Forecasting and Social Change, Elsevier, vol. 151(C).
    6. Darbi, William Phanuel Kofi & Knott, Paul, 2016. "Strategising practices in an informal economy setting: A case of strategic networking," European Management Journal, Elsevier, vol. 34(4), pages 400-413.
    7. Gary Bowman & R. Bradley MacKay, 2020. "Scenario planning as strategic activity: A practice‐orientated approach," Futures & Foresight Science, John Wiley & Sons, vol. 2(3-4), September.
    8. Eero Vaara & Laura Fritsch, 2022. "Strategy as language and communication: Theoretical and methodological advances and avenues for the future in strategy process and practice research," Strategic Management Journal, Wiley Blackwell, vol. 43(6), pages 1170-1181, June.
    9. Adilson Carlos Yoshikuni & José Eduardo R. Favaretto & Alberto Luiz Albertin & Fernando de Souza Meirelles, 2018. "The Influences of Strategic Information Systems on the Relationship between Innovation and Organizational Performance," Brazilian Business Review, Fucape Business School, vol. 15(5), pages 444-459, September.
    10. Adilson Carlos Yoshikuni & Edimilson Costa Lucas & Alberto Luiz Albertin, 2019. "Strategic Information Systems Enabling Strategy-as-Practice and Corporate Performance: Empirical Evidence from PLS-PM, FIMIX-PLS and fsQCA," International Business Research, Canadian Center of Science and Education, vol. 12(1), pages 131-147, January.
    11. Kari Jalonen & Henri Schildt & Eero Vaara, 2018. "Strategic concepts as micro‐level tools in strategic sensemaking," Strategic Management Journal, Wiley Blackwell, vol. 39(10), pages 2794-2826, October.

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