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Critica Theory as a Foundation for Strategic Management

In: Synergy Matters

Author

Listed:
  • Steve Clarke

    (University of Luton, Department of Finance, Systems and Operations Luton Business School)

  • Brian Lehaney

    (University of Luton, Department of Finance, Systems and Operations Luton Business School)

  • Yongmei Nie

    (University of Luton, Department of Finance, Systems and Operations Luton Business School)

Abstract

Conclusions The planning or design schools of corporate strategy may be determined as functionalist in orientation, and as offering a limited perspective of the domain. The discovery approaches, resting on interpretative methods, offer improvement through a perception of strategic thinking as socially constructed reality, but are unable to overcome a priori conditions and false consciousness, and may therefore be classified as regulative. Critical methodologies, hitherto based on Habermasian thinking, offer significant progress from this position, but are limited to situations where debate is not closed, and privilege those most skilled in debate. Building on co-operative inquiry, it has been possible to construct a strategic framework which is equipped to address differential debating skills, and, by offering the possibility of embedding the approach within the social fabric of an organisation, is less exposed to the barriers to debate which mitigate against the use and success of methodologically-based activities.

Suggested Citation

  • Steve Clarke & Brian Lehaney & Yongmei Nie, 2002. "Critica Theory as a Foundation for Strategic Management," Springer Books, in: Adrian M. Castell & Amanda J. Gregory & Giles A. Hindle & Mathew E. James & Gillian Ragsdell (ed.), Synergy Matters, chapter 63, pages 373-378, Springer.
    • Handle: RePEc:spr:sprchp:978-0-306-47467-5_63
    DOI: 10.1007/0-306-47467-0_63
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