Routines, Strategies and Management

Routines, Strategies and Management

Engaging for Recurrent Creation ‘At the Edge’

Simon Grand

The dynamic interplay of routines, strategies and management allows companies to successfully move forward within their industries. This book contributes to a coherent conceptualization of strategy, organization and management from a practice perspective, identifying strategy as realized in the action. Simon Grand provides a theoretical framework and detailed exploration in the context of two attractive empirical cases. He discusses topics such as theorizing routine dynamics, managerial engagement and managing routines as strategies to provide a detailed exploration of the importance of organizational routines for strategy.

Chapter 3: Managerial engagement: a practice view on strategic management

Simon Grand

Subjects: business and management, strategic management

Abstract

We approach managerial action and strategic management from the perspective of practice theory. We focus particularly on how practice theory considers uncertainty as essential for understanding action, conceptualizes situated action as related to organizational phenomena, and addresses the specificities of management as being strategic, by exploring how managerial action enacts performances ‘at the edge’, based on repertoires of so-called ‘engagement regimes’ as organization-specific coordinate systems.

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information