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Strategic Practices (strategic + practice)
Selected AbstractsStrategic Practices: An Activity Theory Perspective on Continuity and ChangeJOURNAL OF MANAGEMENT STUDIES, Issue 1 2003Paula Jarzabkowski abstract This paper draws upon activity theory to analyse an empirical investigation of the micro practices of strategy in three UK universities. Activity theory provides a framework of four interactive components from which strategy emerges; the collective structures of the organization, the primary actors, in this research conceptualized as the top management team (TMT), the practical activities in which they interact and the strategic practices through which interaction is conducted. Using this framework, the paper focuses specifically on the formal strategic practices involved in direction setting, resource allocation, and monitoring and control. These strategic practices are associated with continuity of strategic activity in one case study but are involved in the reinterpretation and change of strategic activity in the other two cases. We model this finding into activity theory-based typologies of the cases that illustrate the way that practices either distribute shared interpretations or mediate between contested interpretations of strategic activity. The typologies explain the relationships between strategic practices and continuity and change of strategy as practice. The paper concludes by linking activity theory to wider change literatures to illustrate its potential as an integrative methodological framework for examining the subjective and emergent processes through which strategic activity is constructed. [source] DISLOCATING SOUNDS: The Deterritorialization of Indonesian Indie PopCULTURAL ANTHROPOLOGY, Issue 2 2009BRENT LUVAAS ABSTRACT Anthropologists often read the localization or hybridization of cultural forms as a kind of default mode of resistance against the forces of global capitalism, a means through which marginalized ethnic groups maintain regional distinctiveness in the face of an emergent transnational order. But then what are we to make of musical acts like Mocca and The Upstairs, Indonesian "indie" groups who consciously delocalize their music, who go out of their way, in fact, to avoid any references to who they are or where they come from? In this essay, I argue that Indonesian "indie pop," a self-consciously antimainstream genre drawing from a diverse range of international influences, constitutes a set of strategic practices of aesthetic deterritorialization for middle-class Indonesian youth. Such bands, I demonstrate, assemble sounds from a variety of international genres, creating linkages with international youth cultures in other places and times, while distancing themselves from those expressions associated with colonial and nationalist conceptions of ethnicity, working-class and rural sensibilities, and the hegemonic categorical schema of the international music industry. They are part of a new wave of Indonesian musicians stepping onto the global stage "on their own terms" and insisting on being taken seriously as international, not just Indonesian, artists, and in the process, they have made indie music into a powerful tool of reflexive place making, a means of redefining the very meaning of locality vis-à-vis the international youth cultural movements they witness from afar. [source] Transfer or adapt business practices internationally?GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 3 2010Some answers from Southeast Asia International organizations have long been torn between transferring their existing practices into new locations or adapting to local conditions. A major miscalculation can have extremely negative consequences for companies as they expand internationally. An examination of business practices in the Theravada Buddhist countries of Southeast Asia illustrates how breaking down business practices into their strategic, tactical, and operational levels may provide a useful guide for setting up initial operations in a foreign environment. It is proposed that strategic principles can be transferred but strategic practices should adapt to local conditions; tactical-level business practices will generally need to adapt to the local environment, while it is likely that best practices at the operational level can be transferred across international borders with little need to adapt to local conditions. © 2010 Wiley Periodicals, Inc. [source] Strategic Practices: An Activity Theory Perspective on Continuity and ChangeJOURNAL OF MANAGEMENT STUDIES, Issue 1 2003Paula Jarzabkowski abstract This paper draws upon activity theory to analyse an empirical investigation of the micro practices of strategy in three UK universities. Activity theory provides a framework of four interactive components from which strategy emerges; the collective structures of the organization, the primary actors, in this research conceptualized as the top management team (TMT), the practical activities in which they interact and the strategic practices through which interaction is conducted. Using this framework, the paper focuses specifically on the formal strategic practices involved in direction setting, resource allocation, and monitoring and control. These strategic practices are associated with continuity of strategic activity in one case study but are involved in the reinterpretation and change of strategic activity in the other two cases. We model this finding into activity theory-based typologies of the cases that illustrate the way that practices either distribute shared interpretations or mediate between contested interpretations of strategic activity. The typologies explain the relationships between strategic practices and continuity and change of strategy as practice. The paper concludes by linking activity theory to wider change literatures to illustrate its potential as an integrative methodological framework for examining the subjective and emergent processes through which strategic activity is constructed. [source] Crossing Borders: Globalization as Myth and Charter in American Transnational Consumer MarketingAMERICAN ETHNOLOGIST, Issue 2 2000Kalman Applbaum In this article, I explore the strategic practices and cultural theories of marketing managers in three U.S.-based transnational corporations (TNCs) as seek to meaningfully direct their products across national borders. While cultural anthropologists have lately focused on local adaptation and appropriation of TNCs' products to local meanings, the reverse process by which TNCs co-opt local meanings to a universalizing evolutionary paradigm,in what they have come to regard as a consumption-led new global order,has not been examined. Globalization is explored as a key cultural concept driving marketing managers' practices,the myth and charter behind large TNC border crossings. [consumer marketing, globalization, transnational corporations, United States] [source] | |||||||||||||