메뉴 건너뛰기




Volumn 51, Issue 4, 2008, Pages 621-650

Shaping strategy as a structuration process

Author keywords

[No Author keywords available]

Indexed keywords


EID: 51549105371     PISSN: 00014273     EISSN: None     Source Type: Journal    
DOI: 10.5465/amr.2008.33664922     Document Type: Article
Times cited : (299)

References (82)
  • 1
    • 4544290056 scopus 로고    scopus 로고
    • Organizational restructuring and middle manager sensemaking
    • Balogun, J., & Johnson, G. 2004. Organizational restructuring and middle manager sensemaking. Academy of Management Journal, 47: 523-549.
    • (2004) Academy of Management Journal , vol.47 , pp. 523-549
    • Balogun, J.1    Johnson, G.2
  • 2
    • 18844462698 scopus 로고    scopus 로고
    • From intended strategy to unintended outcomes: The impact of change recipient sensemaking
    • Balogun J., & Johnson, G. 2005. From intended strategy to unintended outcomes: The impact of change recipient sensemaking, Organization Studies, 26: 1573-1602.
    • (2005) Organization Studies , vol.26 , pp. 1573-1602
    • Balogun, J.1    Johnson, G.2
  • 3
    • 0022627077 scopus 로고
    • Technology as an occasion for structuring: Evidence from observations of CT scanners and the social order of radiography departments
    • Barley, S. 1986. Technology as an occasion for structuring: Evidence from observations of CT scanners and the social order of radiography departments. Administrative Science Quarterly, 31: 78-109.
    • (1986) Administrative Science Quarterly , vol.31 , pp. 78-109
    • Barley, S.1
  • 4
    • 0039331654 scopus 로고    scopus 로고
    • Barley, S., & Tolbert, P. 1997. Institutionalization and structuration: Studying the links between action and institution. Organization Studies, 18.1: 93-117.
    • Barley, S., & Tolbert, P. 1997. Institutionalization and structuration: Studying the links between action and institution. Organization Studies, 18.1: 93-117.
  • 5
    • 0000196832 scopus 로고
    • Changing interpretive schemes and organizational restructuring: The example of a religious order
    • Bartunek, J. 1984. Changing interpretive schemes and organizational restructuring: The example of a religious order. Administrative Science Quarterly, 29: 355-372.
    • (1984) Administrative Science Quarterly , vol.29 , pp. 355-372
    • Bartunek, J.1
  • 7
    • 0346302278 scopus 로고    scopus 로고
    • Organizing processes in complex activity networks
    • Blackler, F., Crump, N., & McDonald, S. 2000. Organizing processes in complex activity networks. Organization, 7: 277-300.
    • (2000) Organization , vol.7 , pp. 277-300
    • Blackler, F.1    Crump, N.2    McDonald, S.3
  • 9
    • 0031097789 scopus 로고    scopus 로고
    • The art of continuous change: Linking complexity theory and timepaced evolution in relentlessly shifting organizations
    • Brown, S. L., & Eisenhardt, K. M. 1997. The art of continuous change: Linking complexity theory and timepaced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42: 1-35.
    • (1997) Administrative Science Quarterly , vol.42 , pp. 1-35
    • Brown, S.L.1    Eisenhardt, K.M.2
  • 10
    • 0000980252 scopus 로고
    • A process model of internal corporate venturing in the diversified major firm
    • Burgelman, R. A. 1983. A process model of internal corporate venturing in the diversified major firm. Administrative Science Quarterly, 28: 223-244.
    • (1983) Administrative Science Quarterly , vol.28 , pp. 223-244
    • Burgelman, R.A.1
  • 11
    • 0030372946 scopus 로고    scopus 로고
    • A process model of strategic business exit: Implications for an evolutionary perspective on strategy
    • Burgelman, R. A. 1996. A process model of strategic business exit: Implications for an evolutionary perspective on strategy. Strategic Management Journal, 17: 193-214.
    • (1996) Strategic Management Journal , vol.17 , pp. 193-214
    • Burgelman, R.A.1
  • 12
    • 84941752757 scopus 로고
    • Strategy process research: Focusing on corporate self-renewal
    • Chakravarthy, B., & Doz, Y. 1992. Strategy process research: Focusing on corporate self-renewal. Strategic Management Journal, 13: 5-14.
    • (1992) Strategic Management Journal , vol.13 , pp. 5-14
    • Chakravarthy, B.1    Doz, Y.2
  • 13
    • 26844566173 scopus 로고    scopus 로고
    • Strategy process: Changing and implementing strategies
    • A. Pettigrew, H. Thomas, & R. Whittington Eds, London: Sage
    • Chakravarthy, B., & White, R. 2002. Strategy process: Changing and implementing strategies. In A. Pettigrew, H. Thomas, & R. Whittington (Eds.), Handbook of strategy and management: 182-205. London: Sage.
    • (2002) Handbook of strategy and management , pp. 182-205
    • Chakravarthy, B.1    White, R.2
  • 14
    • 0141706915 scopus 로고    scopus 로고
    • Time, duration and simultaneity: Rethinking process and change in organizational analysis
    • Chia, R. 2002. Time, duration and simultaneity: Rethinking process and change in organizational analysis. Organization Studies, 23: 863-868.
    • (2002) Organization Studies , vol.23 , pp. 863-868
    • Chia, R.1
  • 15
    • 0010155162 scopus 로고    scopus 로고
    • Strategic choice in the analysis of action, structure, organizations and environment: Retrospect and prospect
    • Child, J. 1997. Strategic choice in the analysis of action, structure, organizations and environment: Retrospect and prospect. Organization Studies, 18: 43-76.
    • (1997) Organization Studies , vol.18 , pp. 43-76
    • Child, J.1
  • 16
    • 84980210311 scopus 로고
    • The context and process of organizational transformation: Cadbury limits in its sector
    • Child, J., & Smith, C. 1987. The context and process of organizational transformation: Cadbury limits in its sector. Journal of Management Studies, 24: 565-593.
    • (1987) Journal of Management Studies , vol.24 , pp. 565-593
    • Child, J.1    Smith, C.2
  • 18
    • 0035429669 scopus 로고    scopus 로고
    • The dynamics of collective leadership and organizational change in pluralist organizations
    • Denis, J.-L., Lamothe, L., & Langley, A. 2001. The dynamics of collective leadership and organizational change in pluralist organizations. Academy of Management Journal, 44: 809-837.
    • (2001) Academy of Management Journal , vol.44 , pp. 809-837
    • Denis, J.-L.1    Lamothe, L.2    Langley, A.3
  • 19
    • 33846644028 scopus 로고    scopus 로고
    • Strategizing in pluralistic contexts: Rethinking theoretical frames
    • Denis, J.-L., Langley, A, & Rouleau, L. 2007. Strategizing in pluralistic contexts: Rethinking theoretical frames. Human Relations, 60: 179-215.
    • (2007) Human Relations , vol.60 , pp. 179-215
    • Denis, J.-L.1    Langley, A.2    Rouleau, L.3
  • 20
    • 21344492992 scopus 로고
    • Capturing the complexity in advanced technology use: Adaptive structuration theory
    • De Sanctis, G., & Poole, M. S. 1994 Capturing the complexity in advanced technology use: Adaptive structuration theory. Organization Science, 5: 121-147.
    • (1994) Organization Science , vol.5 , pp. 121-147
    • De Sanctis, G.1    Poole, M.S.2
  • 21
    • 0030376864 scopus 로고    scopus 로고
    • The evolution of cooperation in strategic alliances: Initial conditions or learning processes?
    • Doz, Y. 1996. The evolution of cooperation in strategic alliances: Initial conditions or learning processes? Strategic Management Journal, 17: 55-84.
    • (1996) Strategic Management Journal , vol.17 , pp. 55-84
    • Doz, Y.1
  • 23
    • 0001073758 scopus 로고
    • Building theories from case study research
    • Eisenhardt, K. 1989. Building theories from case study research. Academy of Management Review, 14: 532-550.
    • (1989) Academy of Management Review , vol.14 , pp. 532-550
    • Eisenhardt, K.1
  • 24
    • 34047207566 scopus 로고    scopus 로고
    • Theory building from cases: Opportunities and challenges
    • Eisenhardt, K., & Graebner, M. 2007. Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50: 25-32.
    • (2007) Academy of Management Journal , vol.50 , pp. 25-32
    • Eisenhardt, K.1    Graebner, M.2
  • 26
    • 0034341702 scopus 로고    scopus 로고
    • Strategizing throughout the organization: Management role conflict in strategic renewal
    • Floyd, S. W., & Lane, P. 2000. Strategizing throughout the organization: Management role conflict in strategic renewal. Academy of Management Review, 25: 154-177.
    • (2000) Academy of Management Review , vol.25 , pp. 154-177
    • Floyd, S.W.1    Lane, P.2
  • 27
    • 0040084454 scopus 로고
    • The role of conversations in producing intentional change in organizations
    • Ford, J. D., & Ford, L. W. 1995. The role of conversations in producing intentional change in organizations. Academy of Management Review, 20: 541-570.
    • (1995) Academy of Management Review , vol.20 , pp. 541-570
    • Ford, J.D.1    Ford, L.W.2
  • 30
    • 0002818763 scopus 로고
    • A reply to my critics
    • D. Held & J. B. Thompson Eds, Cambridge, U.K, Cambridge University Press
    • Giddens, A. 1989. A reply to my critics. In D. Held & J. B. Thompson (Eds.), Social theory of modern societies: Anthony Giddens and his critics: 249-305 Cambridge, U.K.: Cambridge University Press.
    • (1989) Social theory of modern societies: Anthony Giddens and his critics , pp. 249-305
    • Giddens, A.1
  • 31
    • 27944482717 scopus 로고    scopus 로고
    • Unbundling the structure of inertia: Resource versus routine rigidity
    • Gilbert, C. G. 2005. Unbundling the structure of inertia: Resource versus routine rigidity. Academy of Management Journal, 48: 741-763.
    • (2005) Academy of Management Journal , vol.48 , pp. 741-763
    • Gilbert, C.G.1
  • 32
    • 84989052656 scopus 로고
    • Sensemaking and sensegiving in strategic change initiation
    • Gioia, D. A., & Chittipeddi, K. 1991. Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12: 433-448.
    • (1991) Strategic Management Journal , vol.12 , pp. 433-448
    • Gioia, D.A.1    Chittipeddi, K.2
  • 33
    • 0026939376 scopus 로고
    • The past is the past - Or is it? The use of retrospective accounts as indicators of past strategy
    • Golden, B. R. 1992. The past is the past - Or is it? The use of retrospective accounts as indicators of past strategy. Academy of Management Journal, 35: 848-860.
    • (1992) Academy of Management Journal , vol.35 , pp. 848-860
    • Golden, B.R.1
  • 34
    • 33645879915 scopus 로고    scopus 로고
    • Institutional entrepreneurship in mature fields: The Big Five accounting firms
    • Greenwood, R., & Suddaby, R. 2006. Institutional entrepreneurship in mature fields: The Big Five accounting firms. Academy of Management Journal, 49: 27-48.
    • (2006) Academy of Management Journal , vol.49 , pp. 27-48
    • Greenwood, R.1    Suddaby, R.2
  • 35
    • 84989046060 scopus 로고
    • New CEO intervention and dynamics of strategic change
    • Greiner, L. E., & Bhambri, A. 1989. New CEO intervention and dynamics of strategic change. Strategic Management Journal, 10: 67-86.
    • (1989) Strategic Management Journal , vol.10 , pp. 67-86
    • Greiner, L.E.1    Bhambri, A.2
  • 36
    • 0030547504 scopus 로고    scopus 로고
    • Understanding power: Bringing about strategic change
    • Hardy, C. 1996. Understanding power: Bringing about strategic change. British Journal of Management. 7: 3-16.
    • (1996) British Journal of Management , vol.7 , pp. 3-16
    • Hardy, C.1
  • 37
    • 0002672633 scopus 로고    scopus 로고
    • Some dare call it power
    • S. Clegg, C. Hardy, & W. R. Nord Eds, London: Sage
    • Hardy, C., & Clegg, S. 1996. Some dare call it power. In S. Clegg, C. Hardy, & W. R. Nord (Eds.), Handbook of organization studies: 622-641. London: Sage.
    • (1996) Handbook of organization studies , pp. 622-641
    • Hardy, C.1    Clegg, S.2
  • 38
    • 0035536266 scopus 로고    scopus 로고
    • Organizational change as discourse: Communicative actions and deep structures in the context of information technology implementation
    • Heracleous, L., & Barrett, M. 2001. Organizational change as discourse: Communicative actions and deep structures in the context of information technology implementation. Academy of Management Journal, 44: 755-778.
    • (2001) Academy of Management Journal , vol.44 , pp. 755-778
    • Heracleous, L.1    Barrett, M.2
  • 39
    • 0041670790 scopus 로고    scopus 로고
    • Editorial introduction to the special issue: Knowledge and professional organizations
    • Hinings, C. R., & Leblebici, H. 2003. Editorial introduction to the special issue: Knowledge and professional organizations. Organization Studies, 24: 827-830.
    • (2003) Organization Studies , vol.24 , pp. 827-830
    • Hinings, C.R.1    Leblebici, H.2
  • 40
    • 0002283219 scopus 로고
    • Evolving interpretations as a change unfolds: How managers construe key organizational events
    • Isabella, L. 1990. Evolving interpretations as a change unfolds: How managers construe key organizational events. Academy of Management Journal, 33: 7-41.
    • (1990) Academy of Management Journal , vol.33 , pp. 7-41
    • Isabella, L.1
  • 41
    • 2542562823 scopus 로고    scopus 로고
    • Strategy as practice: Recursiveness, adaptation and practices-in-use
    • Jarzabkowski, P. 2004. Strategy as practice: Recursiveness, adaptation and practices-in-use. Organization Studies, 25: 529-560.
    • (2004) Organization Studies , vol.25 , pp. 529-560
    • Jarzabkowski, P.1
  • 43
    • 33846587065 scopus 로고    scopus 로고
    • Strategizing: The challenges of a practice perspective
    • Jarzabkowski, P., Balogun, J., & Seidl, D. 2007. Strategizing: The challenges of a practice perspective. Human Relations, 60(1): 5-27.
    • (2007) Human Relations , vol.60 , Issue.1 , pp. 5-27
    • Jarzabkowski, P.1    Balogun, J.2    Seidl, D.3
  • 45
    • 0442314773 scopus 로고    scopus 로고
    • Micro strategy and strategizing: Towards an activity-based view?
    • Johnson, G., Melin, L., & Whittington, R. 2003. Micro strategy and strategizing: Towards an activity-based view? Journal of Management Studies, 40: 3-21.
    • (2003) Journal of Management Studies , vol.40 , pp. 3-21
    • Johnson, G.1    Melin, L.2    Whittington, R.3
  • 46
    • 0033246750 scopus 로고    scopus 로고
    • Strategies for theorizing from process data
    • Langley, A. 1999. Strategies for theorizing from process data. Academy of Management Review, 24: 691-710.
    • (1999) Academy of Management Review , vol.24 , pp. 691-710
    • Langley, A.1
  • 47
    • 0036003232 scopus 로고    scopus 로고
    • Institutional effects of interorganizational collaboration: The emergence of proto-institutions
    • Lawrence, T., Hardy, C., & Phillips, N. 2002. Institutional effects of interorganizational collaboration: The emergence of proto-institutions. Academy of Management Journal, 45: 281-290.
    • (2002) Academy of Management Journal , vol.45 , pp. 281-290
    • Lawrence, T.1    Hardy, C.2    Phillips, N.3
  • 51
    • 14944353583 scopus 로고    scopus 로고
    • The social processes of organizational sensemaking
    • Maitlis, S. 2005. The social processes of organizational sensemaking. Academy of Management Journal, 48: 21-49.
    • (2005) Academy of Management Journal , vol.48 , pp. 21-49
    • Maitlis, S.1
  • 52
    • 7544222911 scopus 로고    scopus 로고
    • Orchestral manoeuvres in the dark: Understanding failure in organizational strategizing
    • Maitlis, S., & Lawrence, B. 2003. Orchestral manoeuvres in the dark: Understanding failure in organizational strategizing. Journal of Management Studies, 40: 109-140.
    • (2003) Journal of Management Studies , vol.40 , pp. 109-140
    • Maitlis, S.1    Lawrence, B.2
  • 54
    • 0000150757 scopus 로고
    • Patterns in strategy formation
    • Mintzberg, H. 1978. Patterns in strategy formation. Management Science, 24: 934-949.
    • (1978) Management Science , vol.24 , pp. 934-949
    • Mintzberg, H.1
  • 57
    • 0030364125 scopus 로고    scopus 로고
    • Strategy making as iterated processes of resource allocation
    • Noda, T., & Bower, J. 1996. Strategy making as iterated processes of resource allocation. Strategic Management Journal. 17: 159-192.
    • (1996) Strategic Management Journal , vol.17 , pp. 159-192
    • Noda, T.1    Bower, J.2
  • 59
    • 0030509337 scopus 로고    scopus 로고
    • Improvising organizational transformation over time: A situated change perspective
    • Orlikowski, W. J. 1996. Improvising organizational transformation over time: A situated change perspective. Information Systems Research, 7: 63-92.
    • (1996) Information Systems Research , vol.7 , pp. 63-92
    • Orlikowski, W.J.1
  • 61
    • 84929228280 scopus 로고
    • Longitudinal field research on change theory and practice
    • Pettigrew, A. 1990. Longitudinal field research on change theory and practice. Organization Science, 1: 267-292.
    • (1990) Organization Science , vol.1 , pp. 267-292
    • Pettigrew, A.1
  • 64
    • 1442330767 scopus 로고    scopus 로고
    • The influence of a structurationist view on strategic management research
    • Pozzebon, M. 2004. The influence of a structurationist view on strategic management research. Journal of Management Studies, 41: 247-272.
    • (2004) Journal of Management Studies , vol.41 , pp. 247-272
    • Pozzebon, M.1
  • 65
    • 26844495332 scopus 로고    scopus 로고
    • Challenges in conducting empirical work using structuration theory: Learning from IT research
    • Pozzebon, M., & Pinsonneault, A. 2005. Challenges in conducting empirical work using structuration theory: Learning from IT research. Organization Studies, 26: 1353-1376.
    • (2005) Organization Studies , vol.26 , pp. 1353-1376
    • Pozzebon, M.1    Pinsonneault, A.2
  • 68
    • 33751249294 scopus 로고    scopus 로고
    • Legitimizing a new role: Small wins and microprocesses of change
    • Reay, T., Golden-Biddle, K., & GermAnn, K. 2006. Legitimizing a new role: Small wins and microprocesses of change. Academy of Management Journal, 49: 977-998.
    • (2006) Academy of Management Journal , vol.49 , pp. 977-998
    • Reay, T.1    Golden-Biddle, K.2    GermAnn, K.3
  • 69
    • 0001013908 scopus 로고
    • Conceptualizing organizational fields: Linking organizations and societal systems
    • H. Derlien, U. Gerhardt, & F. W. Scharpf Eds, Baden-Baden, Germany: Nomos-Verlagsgesellschaft
    • Scott, W. R. 1994. Conceptualizing organizational fields: Linking organizations and societal systems. In H. Derlien, U. Gerhardt, & F. W. Scharpf (Eds.), Systemrationalitat und partialinteresse [Systems rationality and partial interests]: 203-221. Baden-Baden, Germany: Nomos-Verlagsgesellschaft.
    • (1994) Systemrationalitat und partialinteresse [Systems rationality and partial interests] , pp. 203-221
    • Scott, W.R.1
  • 70
    • 84989026846 scopus 로고
    • How new top managers use control systems as levers of strategic renewal
    • Simons, R. 1994. How new top managers use control systems as levers of strategic renewal. Strategic Management Journal, 15: 169-189.
    • (1994) Strategic Management Journal , vol.15 , pp. 169-189
    • Simons, R.1
  • 74
    • 0001386056 scopus 로고    scopus 로고
    • Institutional theory
    • S. R. Clegg, C. Hardy, & W. R. Nord Eds, London: Sage
    • Tolbert, P., & Zucker, L. G. 1996. Institutional theory. In S. R. Clegg, C. Hardy, & W. R. Nord (Eds.), The handbook of organization studies: 175-190. London: Sage.
    • (1996) The handbook of organization studies , pp. 175-190
    • Tolbert, P.1    Zucker, L.G.2
  • 75
    • 10844234292 scopus 로고    scopus 로고
    • Who moved our cheese? Reclaiming professionalism in business education
    • Trank, C. Q., & Rynes, S. 2003. Who moved our cheese? Reclaiming professionalism in business education. Academy of Management Learning and Education, 2: 189-205.
    • (2003) Academy of Management Learning and Education , vol.2 , pp. 189-205
    • Trank, C.Q.1    Rynes, S.2
  • 76
    • 3242707179 scopus 로고
    • Suggestions for studying strategy process: A research note
    • Van de Ven, A. 1992. Suggestions for studying strategy process: A research note. Strategic Management Journal, 13: 169-188.
    • (1992) Strategic Management Journal , vol.13 , pp. 169-188
    • Van de Ven, A.1
  • 78
    • 85016697597 scopus 로고
    • Putting Giddens into action: Social systems and managerial agency
    • Whittington, R. 1992. Putting Giddens into action: Social systems and managerial agency. Journal of Management Studies, 29: 693-712.
    • (1992) Journal of Management Studies , vol.29 , pp. 693-712
    • Whittington, R.1
  • 79
    • 33646522418 scopus 로고    scopus 로고
    • Completing the practice turn in strategy research
    • Whittington, R. 2006. Completing the practice turn in strategy research. Organization Studies, 27: 613-634.
    • (2006) Organization Studies , vol.27 , pp. 613-634
    • Whittington, R.1
  • 80
    • 18844421576 scopus 로고    scopus 로고
    • Thinking and acting strategically: New challenges for interrogating strategy
    • Wilson, D. C., & Jarzabkowski, P. 2004. Thinking and acting strategically: New challenges for interrogating strategy. European Management Review, 1: 14-20.
    • (2004) European Management Review , vol.1 , pp. 14-20
    • Wilson, D.C.1    Jarzabkowski, P.2
  • 81
    • 0036003230 scopus 로고    scopus 로고
    • Institutionalization as an interplay between actions, meanings, and actors: The case of a rape crisis center in Israel
    • Zilber, T. B. 2002. Institutionalization as an interplay between actions, meanings, and actors: The case of a rape crisis center in Israel. Academy of Management Journal, 45: 234-254.
    • (2002) Academy of Management Journal , vol.45 , pp. 234-254
    • Zilber, T.B.1
  • 82
    • 0038285116 scopus 로고
    • The role of institutionalization in cultural persistence
    • Zucker, L. 1977. The role of institutionalization in cultural persistence. American Sociological Review, 42: 726-743.
    • (1977) American Sociological Review , vol.42 , pp. 726-743
    • Zucker, L.1


* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.