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Organizations are central actors of modern society. No
understanding of our world is complete without a theory of how they
work. This insight is grounded in the foundational texts of
classical social theory, and it remains as true as ever today. Be
they multinational corporations or start-up firms, established
political parties or insurgent social movements, successful
organizations must engage in power-projects. Such is the
overarching argument of this volume, a collection of papers by many
of the world's leading social scientists and organizational
scholars. Many contributions analyze empirical data to generate
cutting-edge arguments about the actual working of organizations,
institutions, and markets. Other papers represent original
theoretical arguments that propose new ways to see and study power.
Topics addressed include the nature of post-bureaucratic
(polyarchic) organizations, strategic action within fields,
identity and contentious politics, and emergent forms of
resistance. Collectively, the papers that comprise this volume set
a fresh agenda for the study of power in and across organizations
and institutions.
Now in its second edition, this extended and thoroughly updated
handbook introduces researchers and students to the growing range
of theoretical and methodological perspectives being developed in
the vibrant field of strategy as practice. With new authors and
additional chapters, it shows how the strategy as practice approach
in strategic management moves away from disembodied and asocial
studies of firm assets, technologies and practices to explore and
explain the contribution that strategizing makes to people working
at all levels of an organization. It breaks down many of the
traditional paradigmatic barriers in strategy to investigate who
the strategists are, what they do, how they do it, and what the
consequences or outcomes of their actions are. This essential work
summarizes recent developments in the field while presenting a
clear agenda for future research.
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