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Strategic Management of Organizational Inquiry: A Routine Dynamics Perspective
Type
conference paper
Date Issued
2022-06
Author(s)
Abstract (De)
New forms of organizing to enable the flexible self-organizing of value creating processes and activities and a strategic development in the context of uncertainty and complexity require organizational experimentation, and at the same time challenge existing practices of strategic management. In this paper, we specifically study new forms of organizing as emerging from experimentation, and conceptualize this process as organizational inquiry in a pragmatist perspective. Furthermore, we study the consequences for strategic management in this context. Thereby, we benefit from recent developments in the Routine Dynamics research program to understand how such experimentation is organized, as well as how related management practices are created and established.
Based on this theoretical conceptualization, we ask the following research question: How do strategic management routines enable and enact organizational inquiry? Empirically, our paper benefits from an ethnographic process study of an organization that was initially conceived of as a social experiment, in the form of an ecosystem of self-organizing “cells”. In parallel, it deliberately questioned established ideas of strategic management, by developing organization-specific management routines enabling organizational inquiry.
Based on this theoretical conceptualization, we ask the following research question: How do strategic management routines enable and enact organizational inquiry? Empirically, our paper benefits from an ethnographic process study of an organization that was initially conceived of as a social experiment, in the form of an ecosystem of self-organizing “cells”. In parallel, it deliberately questioned established ideas of strategic management, by developing organization-specific management routines enabling organizational inquiry.
Language
English
HSG Classification
contribution to scientific community
Subject(s)
Division(s)
Eprints ID
268151