3,691
Views
12
CrossRef citations to date
0
Altmetric
Articles

The practice of shared inquiry: how actors manage for strategy emergence

, &
Pages 202-229 | Received 06 May 2018, Accepted 03 Jul 2019, Published online: 18 Jul 2019

References

  • Achtenhagen, L. (2017). Media entrepreneurship—Taking stock and moving forward. International Journal on Media Management, 19(1), 1–10.
  • Achtenhagen, L., & Raviola, E. (2009). Balancing tensions during convergence: Duality management in a newspaper company. International Journal on Media Management, 11(1), 32–41.
  • Alvesson, M. (2004). Organizational culture and discourse. In D. Grant, C. Hardy, C. Oswick, & L. Putnam (Eds.), The SAGE Handbook of organizational discourse (pp. 317–335). London: Sage.
  • Alvesson, M., & Sandberg, J. (2011). Generating research questions through problematization. Academy of Management Review, 36(2), 247–271.
  • Alvesson, M., & Sköldberg, K. (2009). Reflexive methodology: New vistas for qualitative research (2 ed.). London: Sage Publications.
  • Balogun, J., & Johnson, G. (2004). Organizational restructuring and middle manager sensemaking. Academy of Management Journal, 47(4), 523–549.
  • Balogun, J., & Johnson, G. (2005). From intended strategies to unintended outcomes: The impact of change recipient sensemaking. Organization Studies, 26(11), 1573–1601.
  • Baumann, S. (2013). Adapting to the brave new world: Innovative organisational strategies for media companies. In T. Storsul & A. H. Krumsvik (Eds.), Media innovations: A multidisciplinary study of change (pp. 77–92). Göteborg: Nordicom.
  • Beech, N., & MacIntosh, R. (2012). Managing change: Enquiry and action. Cambridge, UK: Cambridge University Press.
  • Biernacki, P., & Waldorf, D. (1981). Snowball sampling: Problems and techniques of chain referral sampling. Sociological Methods & Research, 10(2), 141–163.
  • Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101.
  • Burgelman, R. A., Floyd, S. W., Laamanen, T., Mantere, S., Vaara, E., & Whittington, R. (2018). Strategy processes and practices: Dialogues and intersections. Strategic Management Journal, 1–28. doi:10.1002/smj.2741
  • Carlsen, A. (2006). Organizational becoming as dialogic imagination of practice: The case of the indomitable gauls. Organization Science, 17(1), 132–149.
  • Carter, C., Clegg, S. R., & Kornberger, M. (2008). A very short, fairly interesting and reasonably cheap book about studying strategy. London: Sage.
  • Cestino, J., & Matthews, R. (2016). A perspective on path dependence processes: The role of knowledge integration in business model persistence dynamics in the provincial press in England. Journal of Media Business Studies, 13(1), 22–44.
  • Chan-Olmsted, S. (2006). Competitive strategy for media firms: Strategic and brand management in changing media markets. London: Taylor & Francis.
  • Chari, S., Katsikeas, C. S., Balabanis, G., & Robson, M. J. (2014). Emergent marketing strategies and performance: The effects of market uncertainty and strategic feedback systems. British Journal of Management, 25(2), 145–165.
  • Charmaz, K. (2006). Constructing grounded theory: A practical guide through qualitative analysis (2nd ed.). London: Sage.
  • Chia, R. (2014). Reflections: In praise of silent transformation – Allowing change through ‘letting happen’. Journal of Change Management, 14(1), 8–27.
  • Chia, R. (2017). A process-philosophical understanding of organizational learning as “wayfinding”: Process, practices and sensitivity to environmental affordances. The Learning Organization, 24(2), 107–118.
  • Chia, R., & Holt, R. (2006). Strategy as practical coping: A heideggerian perspective. Organization Studies, 27(5), 635–655.
  • Chia, R., & Holt, R. (2009). Strategy without design: The silent efficacy of indirect action. Cambridge: Cambridge University Press.
  • Clark, P. A. (2000). Organisations in action: Competition between contexts. London: Routledge.
  • Colapinto, C. (2010). Moving to a multichannel and multiplatform company in the emerging and digital media ecosystem: The case of mediaset group. International Journal on Media Management, 12(2), 59–75.
  • Comi, A., & Whyte, J. (2017). Future making and visual artefacts: An ethnographic study of a design project. Organization Studies, 0170840617717094. doi:10.1177/0170840617717094
  • Couldry, N., & Hepp, A. (2017). The mediated construction of reality. Camridge, UK: Polity Press.
  • Czarniawska, B. (2014). Social science research: From field to desk. London: Sage.
  • Daidj, N. (2018). Strategic management. In A. B. Albarran, B. Mierzejewska, & J. Jung (Eds.), Handbook of media management and economics (2nd ed., pp. 111–128). London: Routledge.
  • Daidj, N., & Jung, J. (2011). Strategies in the media industry: Towards the development of co-opetition practices? Journal of Media Business Studies, 8(4), 37–57.
  • Daniels, G. L., & Hollifield, C. A. (2002). Times of turmoil: Short- and long-term effects of organizational change on newsroom employees. Journalism & Mass Communication Quarterly, 79(3), 661–680.
  • Denzin, N. K., & Lincoln, Y. S. (Eds.). (2003). Strategies of qualitative inquiry (2 ed.). London: Sage.
  • Deuze, M. (2012). Media life. Cambridge: Polity Press.
  • Doyle, G. (2013). Re-invention and survival: Newspapers in the era of digital multiplatform delivery. Journal of Media Business Studies, 10(4), 1–20.
  • Dubois, A., & Gadde, L.-E. (2002). Systematic combining: An abductive approach to case research. Journal of Business Research, 55(7), 553–560.
  • Dundon, T., & Ryan, P. (2010). Interviewing reluctant respondents: Strikes, henchmen, and gaelic games. Organizational Research Methods, 13(3), 562–581.
  • Dyer, J. H., Gregersen, H. B., & Christensen, C. M. (2009). The innovator’s DNA. Harvard Business Review, 87(12),60–67.
  • Ekdale, B., Singer, J. B., Tully, M., & Harmsen, S. (2015). Making change: Diffusion of technological, relational, and cultural innovation in the newsroom. Journalism & Mass Communication Quarterly, 92(4), 938–958.
  • Evens, T., Raats, T., & von Rimscha, M. B. (2018). Business model innovation in news media organisations – 2018 special issue of the European Media Management Association (emma). Journal of Media Business Studies, 1–6. doi:10.1080/16522354.2018.1445164
  • Feldman, M. S., & Pentland, B. T. (2003). Reconceptualizing organizational routines as a source of flexibility and change. Administrative Science Quarterly, 48(1), 94–118.
  • Ferlie, E., & Pettigrew, A. (1996). The nature and transformation of corporate headquarters: A review of recent literature and a research agenda. Journal of Management Studies, 33(4), 495–523.
  • Gade, P. J. (2008). Journalism guardians in a time of great change: Newspaper editors’ perceived influence in integrated news organizations. Journalism & Mass Communication Quarterly, 85(2), 371–392.
  • Gherardi, S. (2012). How to conduct a practice-based study: Problems and methods. Cheltenham: Edward Elgar Publishing.
  • Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (2015a). Cambridge Handbook of strategy as practice (2 ed.). Cambridge: Cambridge University Press.
  • Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (2015b). Introduction: What is strategy as practice? In D. Golsorkhi, L. Rouleau, D. Seidl, & E. Vaara (Eds.), Cambridge handbook of strategy as practice (pp. 1–20). Cambridge: Cambridge University Press.
  • Goyanes, M., & Dürrenberg, C. (2014). A taxonomy of newspapers based on multi-platform and paid content strategies: Evidences from Spain. International Journal on Media Management, 16(1), 27–45.
  • Hamel, G. (2009). Moon shots for management. Harvard Business Review, 87(2), 91–98.
  • Hasenpusch, T. C., & Baumann, S. (2017). Strategic media venturing: Corporate venture capital approaches of TIME incumbents. International Journal on Media Management, 19(1), 77–100.
  • Hautz, J., Seidl, D., & Whittington, R. (2017). Open strategy: Dimensions, dilemmas, dynamics. Long Range Planning, 50(3), 298–309.
  • Hess, T. (2014). What is a media company? A reconceptualization for the online world. International Journal on Media Management, 16(1), 3–8.
  • Horst, S.-O. (2019). Strategisches Handeln von Start-ups im Kontext der Mediatisierung: Eine empirische Analyse der kommunikativen Praktiken der Markenführung. In C. Kochhan, T. Könecke, & H. Schunk (Eds.), Marken und Start-ups: Markenmanagement und Kommunikation bei Unternehmensgründungen (pp. 187–211). Heidelberg: Springer.
  • Horst, S.-O., & Järventie-Thesleff, R. (2016). Finding an emergent way through transformational change: A narrative approach to strategy. Journal of Media Business Studies, 13(1), 3–21.
  • Horst, S.-O., & Moisander, J. (2015). Paradoxes of strategic renewal in traditional print-oriented media firms. International Journal on Media Management, 17(3), 157–174.
  • Horst, S.-O., & Murschetz, P. C. (2019). Strategic media entrepreneurship: Theory development and problematization. Journal of Media Management and Entrepreneurship, 1(1), 1–26.
  • Horst, S.-O., Murschetz, P. C., Brennan, D. N., & Friedrichsen, M. (2018). TV film financing in the era of “connected TV”: How do “legacy” broadcasters respond to market changes? In P. C. Murschetz, R. Teichmann, & M. Karmasin (Eds.), Handbook of state aid for film: Finance, industries and regulation (pp. 615–633). Cham: Springer International Publishing.
  • Hutzschenreuter, T., & Kleindienst, I. (2006). Strategy-process research: What have we learned and what is still to be explored. Journal of Management, 32(5), 673–720.
  • Järventie-Thesleff, R., Moisander, J., & Villi, M. (2014). The strategic challenge of continuous change in multi-platform media organizations—A strategy-as-practice perspective. International Journal on Media Management, 16(3–4), 123–138.
  • Jarzabkowski, P. (2004). Strategy as practice: Recursiveness, adaptation, and practices-in-use. Organization Studies, 25(4), 529–560.
  • Johnson, G., Langley, A., Melin, L., & Whittington, R. (2007). Strategy as practice: Research directions and resources. Cambridge: Cambridge University Press.
  • Kärreman, D., & Alvesson, M. (2004). Cages in tandem: Management control, social identity, and identification in a knowledge-intensive firm. Organization, 11(1), 149–175.
  • Kornberger, M. (2013). Disciplining the future: On studying the politics of strategy. Scandinavian Journal of Management, 29(1), 104–107.
  • Kouamé, S., & Langley, A. (2017). Relating microprocesses to macro-outcomes in qualitative strategy process and practice research. Strategic Management Journal, 39(3), 559–581.
  • Küng, L. (2008). Strategic management in the media: Theory to practice. London: Sage.
  • Küng, L. (2010). Why media managers are not interested in media management—And what we could do about it. International Journal on Media Management, 12(1), 55–57.
  • Küng, L. (2017a). Reflections on the ascendancy of technology in the media and its implications for organizations and their leaders. The Journal of Media Innovations, 4(1), 76–81.
  • Küng, L. (2017b). Strategic management in the media: Theory to practice (2nd ed.). London: Sage.
  • Langley, A., Smallman, C., Tsoukas, H., & Van de Ven, A. H. (2013). Process studies of change in organization and management: Unveiling temporality, activity, and flow. Academy of Management Journal, 56(1), 1–13.
  • Lindén, C.-G. (2012). Expansion strategies at aamulehti: From political paper to regional champion. Journal of Media Business Studies, 9(2), 27–41.
  • Lindgren, S. (2017). Digital media and society. London: Sage.
  • Lopez, G. I., Figueroa, M., Connor, S. E., & Maliski, S. L. (2008). Translation barriers in conducting qualitative research with Spanish speakers. Qualitative Health Research, 18(12), 1729–1737.
  • Lowe, A., & Jones, A. (2004). Emergent strategy and the measurement of performance: The formulation of performance indicators at the microlevel. Organization Studies, 25(8), 1313–1337.
  • Lowe, G. F. (2016). Introduction: What’s so special about media management? In G. F. Lowe & C. Brown (Eds.), Managing media firms and industries: What’s so special about media management? (pp. 1–20). Heidelberg: Springer.
  • Lowrey, W. (2012). Journalism innovation and the ecology of news production: Institutional tendencies. Journalism & Communication Monographs, 14(4), 214–287.
  • Maijanen, P. (2015). The evolution of dominant logic: 40 years of strategic framing in the finnish broadcasting company. Journal of Media Business Studies, 12(3), 168–184.
  • Maijanen, P., & Jantunen, A. (2014). Centripetal and centrifugal forces of strategic renewal: The case of the finnish broadcasting company. International Journal on Media Management, 16(3–4), 139–159.
  • Malmelin, N., & Virta, S. (2017). Managing for serendipity: Exploring the organizational prerequisites for emergent creativity. International Journal on Media Management, 19(3), 222–239.
  • Mantere, S. (2005). Strategic practices as enablers and disablers of championing activity. Strategic Organization, 3(2), 157–184.
  • Massey, B. L., & Ewart, J. (2012). Sustainability of organizational change in the newsroom: A case study of Australian newspapers. International Journal on Media Management, 14(3), 207–225.
  • Mierzejewska, B., & Shaver, D. (2014). Key changes impacting media management research. International Journal on Media Management, 16(2), 47–54.
  • Mintzberg, H. (1994). The rise and fall of strategic planning. Hemel Hempstead, UK: Prentice Hall International.
  • Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257–272.
  • Mirabeau, L., & Maguire, S. (2014). From autonomous strategic behavior to emergent strategy. Strategic Management Journal, 35(8), 1202–1229.
  • Moisander, J., & Valtonen, A. (2006). Qualitative marketing research: A cultural approach. London: Sage.
  • Naldi, L., Wikström, P., & Von Rimscha, M. B. (2014). Dynamic capabilities and performance. International Studies of Management & Organization, 44(4), 63–82.
  • Nambisan, S. (2018). Digital entrepreneurship: Toward a digital technology perspective of entrepreneurship. Entrepreneurship Theory and Practice, 41(6), 1029–1055.
  • Nambisan, S., Siegel, D., & Kenney, M. (2018). On open innovation, platforms, and entrepreneurship. Strategic Entrepreneurship Journal, 12(3), 354–368.
  • Nicolini, D. (2012). Practice theory, work, and organization: An introduction. Oxford: Oxford University Press.
  • Noy, C. (2008). Sampling knowledge: The hermeneutics of snowball sampling in qualitative research. International Journal of Social Research Methodology, 11(4), 327–344.
  • Oliver, J. J. (2008). Action learning enabled strategy making. Action Learning: Research and Practice, 5(2), 149–158.
  • Oliver, J. J. (2013). Media management tools: UK broadcast media executives’ perspective. International Journal on Media Management, 15(4), 245–257.
  • Orlikowski, W. J. (1996). Improvising organizational transformation over time: A situated change perspective. Information Systems Research, 7(1), 63–92.
  • Ots, M., Nyilasy, G., Rohn, U., & Wikström, P. (2015). Media business studies as we see it: Why does it matter, for whom, and how do you get published? Journal of Media Business Studies, 12(2), 103–106.
  • Pérez-Latre, F. (2014). Legacy media: A case for creative destruction? Palabra Clave - Revista de Comunicación, 17(4), 1097–1113.
  • Pérez‐Latre, F., & Sánchez‐Tabernero, A. (2003). Leadership, an essential requirement for effecting change in media companies: An analysis of the Spanish market. International Journal on Media Management, 5(3), 199–208.
  • Picard, R. G. (2009). Introduction: Changing structures and organization of newsrooms. Journal of Media Business Studies, 6(1), 1–5.
  • Plesner, U., & Gulbrandsen, I. T. (2015). Strategy and new media: A research agenda. Strategic Organization, 13(2), 153–162.
  • PwC. (2016a). Redefining business success in a changing world: CEO Survey. UK: 19th Annual Global CEO Survey. Retrieved from https://www.pwc.com/gx/en/ceo-survey/2016/landing-page/pwc-19th-annual-global-ceo-survey.pdf
  • PwC. (2016b). Streaming the future: How will technology, media, and telecommunications companies prepare for further disruption. UK. Retrieved from http://www.pwc.se/sv/pdf-reports/streaming-the-future-february-2016.pdf
  • PWC. (2017). Perspectives from the global entertainment and media outlook 2017–2021. UK. Retrieved from Curtain up! User experience takes center stage
  • Raelin, J. A. (2013). The manager as facilitator of dialogue. Organization, 20(6), 818–839.
  • Reckwitz, A. (2002). Toward a theory of social practices: A development in culturalist theorizing. European Journal of Social Theory, 5(2), 243–263.
  • Rohn, U. (2018). Media management research in the twenty-first century. In A. B. Albarran, B. Mierzejewska, & J. Jung (Eds.), Handbook of media management and economics (pp. 425–441). New York, NY: Routledge.
  • Rouleau, L. (2005). Micro-practices of strategic sensemaking and sensegiving: How middle managers interpret and sell change every day. Journal of Management Studies, 42(7), 1413–1441.
  • Schatzki, T. R., Knorr Cetina, K., & von Savigny, E. (Eds.). (2001). The practice turn in contemporary theory. London and New York: Routledge.
  • Shove, E., Pantzar, M., & Watson, M. (2012). The dynamics of social practice: Everyday life and how it changes. London: Sage publications.
  • Stacey, R. D. (2007). Strategic management and organisational dynamics: The challenge of complexity to ways of thinking about organisations (5th ed.). Pearson: Harlow.
  • Stacey, R. D. (2012). Tools and techniques of leadership and management: Meeting the challenge of complexity. London: Routledge.
  • Stieger, D., Matzler, K., Chatterjee, S., & Ladstaetter-Fussenegger, F. (2012). Democratizing strategy: How crowdsourcing can be used for strategy dialogues. California Management Review, 54(4), 44–68.
  • Strube, M., & Berg, N. (2011). Managing headquarters-subsidiary relations from a knowledge perspective: Strategies for transnational media companies. International Journal on Media Management, 13(4), 225–251.
  • Sylvie, G., & Gade, P. (2009). Changes in news work: Implications for newsroom managers. Journal of Media Business Studies, 6(1), 113–148.
  • Sylvie, G., Lewis, S. C., & Xu, Q. (2010). Values in Nordic newspaper editor decision-making. Journal of Media Business Studies, 7(2), 57–87.
  • Tameling, K., & Broersma, M. (2013). De-converging the newsroom: Strategies for newsroom change and their influence on journalism practice. International Communication Gazette, 75(1), 19–34.
  • Thomas, R., Sargent, L. D., & Hardy, C. (2011). Managing organizational change: Negotiating meaning and power-resistance relations. Organization Science, 22(1), 22–41.
  • Tsoukas, H., & Chia, R. (2002). On organizational becoming: Rethinking organizational change. Organization Science, 13(5), 567–582.
  • Vaara, E., & Whittington, R. (2012). Strategy-as-practice: Taking social practices seriously. The Academy of Management Annals, 6(1), 285–336.
  • van Den Bulck, H., & Tambuyzer, S. (2013). Collisions of convergence: Flemish news workers’ and management’s perceptions of the impact of PSB newsroom integration on journalistic practices and identities. International Communication Gazette, 75(1), 54–75.
  • van Weezel, A. (2009). Organizational changes in newspaper firms and their relation to performance. International Journal on Media Management, 11(3–4), 144–152.
  • Vesa, M., & Vaara, E. (2014). Strategic ethnography 2.0: Four methods for advancing strategy process and practice research. Strategic Organization, 12(4), 288–298.
  • Virta, S., & Malmelin, N. (2017). Ambidextrous tensions: Dynamics of creative work in the media innovation process. The Journal of Media Innovations, 4(1), 44–59.
  • Vukanovic, Z. (2009). Global paradigm shift: Strategic management of new and digital media in new and digital economics. JMM: the International Journal on Media Management, 11(2), 81–90.
  • Vukanovic, Z. (2016). Business model research agenda positioning: Conceptual frameworks, functions, benefits, rationale, dynamics, performance, and economic feasibility Foreign direct investment inflows into the South East European media market: Towards a hybrid business model (pp. 5–66). Cham: Springer International Publishing.
  • Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual Review of Psychology, 50(1), 361–386.
  • Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613–634.
  • Whittington, R., Cailluet, L., & Yakis-Douglas, B. (2011). Opening strategy: Evolution of a precarious profession. British Journal of Management, 22(3), 531–544.
  • Whittington, R., Jarzabkowski, P., Mayer, M., Mounoud, E., Nahapiet, J., & Rouleau, L. (2003). Taking strategy seriously: Responsibility and reform for an important social practice. Journal of Management Inquiry, 12(4), 396–409.
  • Will, A., Brüntje, D., & Gossel, B. (2016). Entrepreneurial venturing and media management. In G. F. Lowe & C. Brown (Eds.), Managing media firms and industries: What’s so special about media management? (pp. 189–206). Heidelberg: Springer.
  • Wirtz, B. W., & Elsäßer, M. (2017). Business models in media markets. In K.-D. Altmeppen, C. A. Hollifield, & J. van Loon (Eds.), Value-oriented media management: Decision making between profit and responsibility (pp. 33–48). Cham: Springer International Publishing.
  • Wolf, C., & Floyd, S. W. (2013). Strategic planning research: Toward a theory-driven agenda. Journal of Management, 43(6), 1754–1788.