Strategic Discourse
Actors -- Issues -- Arenas
Barbara Kruse
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Barbara Kruse, Strategic Discourse (2011), Logos Verlag, Berlin, ISBN: 9783832598129
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Beschreibung / Abstract
Strategic discourse is a concept that draws attention to the informal discursive processes surrounding the making of strategy. Barbara Kruse approaches the topic by analysing the actors and strategic issues that constitute discourse. Why are some actors actively involved and make a contribution and others don't -- even though they seem willing to? Why do some issues gain attention and others don't -- even though they would be of strategical relevance? To tackle these questions, the author employs a "strategic arena" as a metaphor. This analogy captures the setting where actors and strategic issues come together; and it assembles time-spatial, strategic and discursive aspects providing fruitful insights for management. Drawing on theories from strategic management and communication science, Barbara Kruse explores the practices of strategic discourse in various companies and derives key levers for designing processes of strategy-making: giving access to the relevant actors and strategic issues, providing the conditions for thinking without constraint, and managing the expectations of employees regarding participation.
Inhaltsverzeichnis
- BEGINN
- I Introduction
- 1 Motivation
- 2 Aim of the Thesis
- 3 Framework of the Thesis
- II Exploring Arenas of Strategic Discourse
- 4 Strategic Discourse and Arena in Social Sciences
- 5 Strategic Discourse and Arena in Strategic Management
- 6 Defining Strategic Discourse and Arena for this Thesis
- III Aspects to Investigate
- 7 Aspects Relating to Actors
- 8 Aspects Relating to Strategic Issues in Discourse
- 9 Aspects Relating to Organisational Context
- IV Theory on Impact Factors for Using the Arena
- 10 Actor Perspective: Enablers and Disablers
- 11 Strategic Issues Perspective: Enablers and Disablers
- 12 Organisational Context: Enablers and Disablers
- 13 Summary of Enablers and Disablers Based on Theory
- V Methodological issues for case studies
- 14 Pre-Studies
- 15 Research Design
- 16 Sources of Data
- 17 Data Analysis
- 18 Summary of Research Design
- VI Case Studies
- 19 Description of Case 1: AComp
- 20 Description of Case 2: HousingComp
- 21 Description of Case 3: SafetyComp
- 22 Description of Case 4: FMComp
- 23 Description of Case 5: AutoComp
- 24 Findings
- 25 Summary of Enablers and Disablers Based on Case Studies
- VII Merging Theory and Practice: Discussion
- 26 Using the Arena Based on the Character of the Arena itself
- 27 Using the Arena Based on Actors†™ Expectations
- 28 Using the Arena Based on a Shared Past
- 29 Using the Arena Based on the Level of the Strategic Issue
- 30 Summarising the Discussion
- VIII Conclusion and Outlook
- 31 Summary of the Study
- 32 Implications for Research
- 33 Implications for Management
- 34 Limitations of the Study and Further Research