Handbook of Research on Strategy and Foresight
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Handbook of Research on Strategy and Foresight

Edited by Laura Anna Costanzo and Robert Bradley MacKay

Drawing together a collection of 29 original chapters, the Handbook makes an invaluable contribution to theory and practice by stimulating disciplined, rigorous and imaginative enquiry into the relationship between strategy and foresight. Leading scholars in the field of strategic management are brought together to offer innovative and multi-disciplinary perspectives on the past, present and future of strategy formation and foresight. In so doing, they challenge research in four key areas: strategy and foresight processes; strategy innovation for the future; understanding the future; and strategically responding to the future.
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Chapter 12: How Organizational DNA Works

David Weir, Craig Marsh and Wilf Greenwood


David Weir, Craig Marsh and Wilf Greenwood* Beyond structure and agency The debate about the relative significance of structure and agency continues to be at the heart of much organizational analysis, and has largely been polarized around two antonymic positions – the so-called ‘macro’ and ‘micro’ theories, ‘structure’ versus ‘agency’. The theoretical framework for this chapter attempts to move beyond these antonymic positions by building on theories which are inclusive rather than exclusive of both the ‘micro’ and ‘macro’ positions – the critical realism of Bhaskar (1975), the sociology of Bourdieu (1977, [1982] 1990) and the autopoietic organization theory of Luhmann (Luhmann 2003; Hernes and Bakken 2003; Mingers 1995). Our framework, assumes, first of all, social structures which precede individual interpretation and action and that therefore exist independently of that action. We are persuaded by the critical realist position which argues that there are aspects of social reality which are unknown and unknowable by actors, and which have material influence on their interpretations and their practices. What exists is therefore conceptually, at least, distinct from what can be known. For a description of the relationship between practice and structure, we find Bourdieu’s concept of the ‘intermediary’ of ‘habitus’ persuasive. Pre-existing social conditions act as conditioner of a series of ‘predispositions’ in the agent that orient, subconsciously, practice without the practice being the unreflective following of predetermined norms. These predispositions also serve to reconstruct an infinite (but nevertheless determined) number of possibilities for future social structures, in the way...

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