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Margaret Archer and a morphogenetic take on strategy

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  • Mutch, Alistair

Abstract

The morphogenetic framework developed by the social theorist Margaret Archer is outlined in order to suggest what it might bring to the study of strategy. It is contrasted to practice-based approaches, notably those associated with the work of Richard Whittington and the domain of strategy as practice. Archer’s work provides a non-deterministic approach which enables the situating of moments of strategic practice in a wider context. Its stress on agential reflexivity opens up interesting lines of inquiry, not least on the language of strategizing facilitated and encouraged by the multinational corporation. The approach needs to pay more attention to practices, notably organizational routines, but it offers rich resources to the student of organizational strategy.

Suggested Citation

  • Mutch, Alistair, 2020. "Margaret Archer and a morphogenetic take on strategy," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 73(C).
    • Handle: RePEc:eee:crpeac:v:73:y:2020:i:c:s104523541730028x
    DOI: 10.1016/j.cpa.2016.06.007
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    References listed on IDEAS

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    1. Damon Golsorkhi & Linda Rouleau & David Seidl & Eero Vaara, 2010. "Cambridge Handbook of Strategy as Practice," Post-Print hal-02298145, HAL.
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    3. Whittington, Richard & Mayer, Michael, 2000. "The European Corporation: Strategy, Structure, and Social Science," OUP Catalogue, Oxford University Press, number 9780199242085.
    4. Mutch, Alistair, 2006. "Allied Breweries and the Development of the Area Manager in British Brewing, 1950–1984," Enterprise & Society, Cambridge University Press, vol. 7(2), pages 353-379, June.
    5. Alistair Mutch, 2006. "Public houses as multiple retailing: Peter Walker & Son, 1846-1914," Business History, Taylor & Francis Journals, vol. 48(1), pages 1-19.
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