Strategizing in Social Collectivities. Learning from collective practice
|
 |
|
Post a Comment
|
|
|
|
|
CONTRIBUTORS:
|
|
|
CONFERENCE TITLE:
|
|
|
CONF. LOCATION:
|
None
|
|
YEAR:
|
2000
|
|
PUB TYPE:
|
Conference Paper
|
|
SUBJECT(S):
|
Strategizing; Symbolic interactionism; Social Collectivities; Learning; Collective Practice; Institutionalization processes
|
|
DISCIPLINE:
|
Business/Management
|
|
HTTP:
|
|
|
LANGUAGE:
|
English
|
|
PUB ID:
|
103-394-749
(Last edited on
2003/09/25 16:46:10 GMT-6)
|
|
SPONSOR(S):
|
|
|
ABSTRACT:
This paper studies the strategizing of subcontractors in the metalworking industry in the region of Horsens in the Midwest of Denmark. Strategizing is a term used for intentional rational decision making, not “absolute” rational decision making. Strategizing then follows the logic of situated rationality (Lawson 1997a, Karnøe & Nygaard 1999) and is affected by collective practice institutionalised in social collectivities by which subcontractors are members. After a short presentation of methodology, I present key conclusions from my empirical analysis which points towards the institutionalisation of strategizing as collective practice. Based on the empirical findings a theoretical framework is constructed to possibly explain the way in which subcontractors learn from collective practice institutionalised in social collectivities. This discussion draws on the practice-approach of symbolic interactionism in particular.
|
|
|
|
STATISTICS
|
|
Click on # to view
|
|
Citations
|
|
0
|
|
References
|
|
2
|
|
Comments
|
|
0
|
|
Quality
|
|
0/0.00
|
|
Interest
|
|
0/0.00
|
|
View(er)s
|
|
2/272
|
|
|
|
|
|
|
| Prev |
Next |
|