Strategic leadership
The accomplishment of strategy as a ‘perennially unfinished project’
Bibliographic Data
| ID | 12883262 |
|---|---|
| Authors | Marian Iszatt‐White (0000-0002-1893-6865, Lancaster University, corresponding author) |
| Year | 2010 |
| Volume | 6 |
| Issue | 4 |
| Pages | 409-424 |
| Publication date | 2010-11-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Leadership (JOURNAL) |
| Journal identifiers | ISSN: 1742-7150 • E-ISSN: 1742-7169 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/1742715010379310 |
| OpenAlex | W2085864350 |
| Language | EN |
| Citations received | 2 |
| References cited | 26 |
Based on an ethnomethodologically informed ethnography of further education college principals, this paper explores the nature and accomplishment of strategic leadership work as an ongoing, processual activity. In particular, the paper focuses on the ‘pre-implementation’ phase of the strategizing process, and suggests how the practices of clarifying, rehearsing, upholding, adapting and elaborating are integral to maintaining the spirit of the strategy in the face of unforeseen events. In so doing, it adopts the notion of strategy as a ‘perennially unfinished project’ (Knights and Mueller, 2004: 55), and explicates the constant need for improvisation and adjustment in order to successfully implement, not the letter of a strategic plan, but its intent. It also echoes Suchman’s seminal thesis on plans as ‘resources for situated action [that] do not in any strong sense determine its course’ (Suchman, 1987: 52)
Action (physics · Face (sociological concept · Improvisation · Management · Political science · Public relations · Rehearsing · Situated · Sociology · Strategic planning · Work (physics · Computer Science · Engineering · Innovative Education and Learning Practices · Management and Organizational Studies · Organizational Learning and Leadership
A theory of leadership effectiveness
From Intended Strategies to Unintended Outcomes
Of strategies, deliberate and emergent
Knowing in Practice
Studies in ethnomethodology
The social actor
Administrative Science Quarterly
Problems of Versions in Everyday Situations
Strategizing
Strategy as Practice
The role of the situation in leadership
Post-processual challenges for the emerging strategy-as-practice perspective
The Interpretation of Cultures
Strategy as Practice
Completing the Practice Turn in Strategy Research
| Unique citing works | 2 |
|---|---|
| Citations per year | 0,18 |
| Citation span | 2015 - 2020 (6) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 2 |