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    Rights statement: The final, definitive version of this article has been published in the Journal, Strategic Organization, ? (?), 2020, © SAGE Publications Ltd, 2020 by SAGE Publications Ltd at the Strategic Organization page: https://journals.sagepub.com/home/SOQ on SAGE Journals Online: http://journals.sagepub.com/

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The art of stage-craft: A dramaturgical perspective on strategic change

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The art of stage-craft : A dramaturgical perspective on strategic change. / Whittle, Andrea; Frank, Mueller; Gilchrist, Alan; Lenney, Peter.

In: Strategic Organization, 27.04.2020.

Research output: Contribution to journalJournal article

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Whittle, Andrea ; Frank, Mueller ; Gilchrist, Alan ; Lenney, Peter. / The art of stage-craft : A dramaturgical perspective on strategic change. In: Strategic Organization. 2020.

Bibtex

@article{e1f5a50f77fe46d69e4c8e8e11023d06,
title = "The art of stage-craft: A dramaturgical perspective on strategic change",
abstract = "This paper contributes to our understanding of how organizations changethe set of practices and practitioners involved in strategizing, what weterm the {\textquoteleft}strategy arrangement{\textquoteright}. Drawing on insights from a qualitativestudy of the introduction and subsequent removal of a new strategyteam, we develop a dramaturgical theory of the practices involved inchanging strategy arrangements. Firstly, we conceptualise therelationship between the frontstage performances where impressions aregenerated and the backstage work that takes place to craft and controlthose impressions. Secondly, we distinguish between preventivepractices designed to {\textquoteleft}stage the show{\textquoteright}, where foresight is used toimagine the impressions of the audience and inform the design of theshow, and corrective practices designed to {\textquoteleft}save the show{\textquoteright}, where thedesired impression has been discredited and repair is needed to restorethe desired impression. Third and finally, we distinguish between themore innocuous backstage practice of rehearsing, the {\textquoteleft}behind the scenes{\textquoteright}work that involves taking up the roles of actor, playwright, director,audience and critic to craft the show, and the less innocuous practice ofconspiring, where team members work {\textquoteleft}behind the backs{\textquoteright} of theaudience to construct false impressions. In so doing, we seek to advancestrategy-as-practice research by developing a dramaturgical theory ofpractice that captures the theatrical dynamics of strategic change.",
author = "Andrea Whittle and Mueller Frank and Alan Gilchrist and Peter Lenney",
note = "The final, definitive version of this article has been published in the Journal, Strategic Organization, ? (?), 2020, {\textcopyright} SAGE Publications Ltd, 2020 by SAGE Publications Ltd at the Strategic Organization page: https://journals.sagepub.com/home/SOQ on SAGE Journals Online: http://journals.sagepub.com/",
year = "2020",
month = apr
day = "27",
doi = "10.1177/1476127020914225",
language = "English",
journal = "Strategic Organization",
issn = "1476-1270",
publisher = "SAGE Publications Ltd",

}

RIS

TY - JOUR

T1 - The art of stage-craft

T2 - A dramaturgical perspective on strategic change

AU - Whittle, Andrea

AU - Frank, Mueller

AU - Gilchrist, Alan

AU - Lenney, Peter

N1 - The final, definitive version of this article has been published in the Journal, Strategic Organization, ? (?), 2020, © SAGE Publications Ltd, 2020 by SAGE Publications Ltd at the Strategic Organization page: https://journals.sagepub.com/home/SOQ on SAGE Journals Online: http://journals.sagepub.com/

PY - 2020/4/27

Y1 - 2020/4/27

N2 - This paper contributes to our understanding of how organizations changethe set of practices and practitioners involved in strategizing, what weterm the ‘strategy arrangement’. Drawing on insights from a qualitativestudy of the introduction and subsequent removal of a new strategyteam, we develop a dramaturgical theory of the practices involved inchanging strategy arrangements. Firstly, we conceptualise therelationship between the frontstage performances where impressions aregenerated and the backstage work that takes place to craft and controlthose impressions. Secondly, we distinguish between preventivepractices designed to ‘stage the show’, where foresight is used toimagine the impressions of the audience and inform the design of theshow, and corrective practices designed to ‘save the show’, where thedesired impression has been discredited and repair is needed to restorethe desired impression. Third and finally, we distinguish between themore innocuous backstage practice of rehearsing, the ‘behind the scenes’work that involves taking up the roles of actor, playwright, director,audience and critic to craft the show, and the less innocuous practice ofconspiring, where team members work ‘behind the backs’ of theaudience to construct false impressions. In so doing, we seek to advancestrategy-as-practice research by developing a dramaturgical theory ofpractice that captures the theatrical dynamics of strategic change.

AB - This paper contributes to our understanding of how organizations changethe set of practices and practitioners involved in strategizing, what weterm the ‘strategy arrangement’. Drawing on insights from a qualitativestudy of the introduction and subsequent removal of a new strategyteam, we develop a dramaturgical theory of the practices involved inchanging strategy arrangements. Firstly, we conceptualise therelationship between the frontstage performances where impressions aregenerated and the backstage work that takes place to craft and controlthose impressions. Secondly, we distinguish between preventivepractices designed to ‘stage the show’, where foresight is used toimagine the impressions of the audience and inform the design of theshow, and corrective practices designed to ‘save the show’, where thedesired impression has been discredited and repair is needed to restorethe desired impression. Third and finally, we distinguish between themore innocuous backstage practice of rehearsing, the ‘behind the scenes’work that involves taking up the roles of actor, playwright, director,audience and critic to craft the show, and the less innocuous practice ofconspiring, where team members work ‘behind the backs’ of theaudience to construct false impressions. In so doing, we seek to advancestrategy-as-practice research by developing a dramaturgical theory ofpractice that captures the theatrical dynamics of strategic change.

U2 - 10.1177/1476127020914225

DO - 10.1177/1476127020914225

M3 - Journal article

JO - Strategic Organization

JF - Strategic Organization

SN - 1476-1270

ER -