Book contents
- Cambridge Handbook of Open Strategy
- Cambridge Handbook of Open Strategy
- Copyright page
- Contents
- Figures
- Tables
- Introduction
- Part I The Concept of Open Strategy
- Part II Practices of Open Strategy
- Part III Technological Assemblages for Open Strategy
- Part IV Theoretical Perspectives
- Part V Challenges of Open Strategy
- Index
- References
Part III - Technological Assemblages for Open Strategy
Published online by Cambridge University Press: 13 July 2019
Book contents
- Cambridge Handbook of Open Strategy
- Cambridge Handbook of Open Strategy
- Copyright page
- Contents
- Figures
- Tables
- Introduction
- Part I The Concept of Open Strategy
- Part II Practices of Open Strategy
- Part III Technological Assemblages for Open Strategy
- Part IV Theoretical Perspectives
- Part V Challenges of Open Strategy
- Index
- References
Summary
Open Strategy has drawn increasing attention in recent years. A growing number of studies have captured greater transparency and heightened inclusion in the strategic practices of contemporary organizations (e.g., Whittington et al., 2011; Hautz et al., 2017). It is often Information Technology (IT) that can facilitate involvement of a wider range of stakeholders in the generation of strategic content and knowledge (Chesbrough & Appleyard, 2007; Wulf & Butel, 2016), and in the practice of strategy (Whittington et al., 2011; Whittington, 2014). However, despite the widely recognized role of such technology as online platforms (Malhotra et al., 2017) and social media (Huang et al., 2013; Baptista et al., 2017) in enabling openness in strategy, literature with an explicit focus on IT has been surprisingly sparse to date (Tavakoli et al., 2015; 2017). Thus far, most papers have been published in Management and Strategic Management outlets (e.g., Whittington et al., 2011; Stieger et al., 2012; Seidl & Werle, 2017), including a special issue on Open Strategy in Long Range Planning (e.g., Hautz et al., 2017).
- Type
- Chapter
- Information
- Cambridge Handbook of Open Strategy , pp. 167 - 218Publisher: Cambridge University PressPrint publication year: 2019
References
References
Amrollahi, A., & Ghapnchi, A.H. (2016). Open strategic planning in universities: A case study. In Proceedings of the Annual Hawaii International Conference on System Sciences. Koloa, pp. 386–395.Google Scholar
Amrollahi, A., Ghapanchi, A.H., & Talaei-Khoei, A. (2014). Using crowdsourcing tools for implementing open strategy: A case study in education. In Twentieth Americas Conference on Information Systems (AMCIS). Savannah, pp. 1–7.Google Scholar
Amrollahi, A., & Rowlands, B. (2017). Collaborative open strategic planning: A method and case study. Information Technology & People, 30(4), 832–852.Google Scholar
Appleyard, M.M., & Chesbrough, H. (2017). The dynamics of open strategy: From adoption to reversion. Long Range Planning, 50(3), 310–321.Google Scholar
Arnaud, N., Mills, C.E., Legrand, C., & Maton, E. (2016). Materializing strategy in mundane tools: The key to coupling global strategy and local strategy practice? British Journal of Management, 27(1), 38–57.Google Scholar
Arvidsson, V., Holmstrom, J., & Lyytinen, K. (2014). Information systems use as strategy practice: A multi-dimensional view of strategic information system implementation and use. Journal of Strategic Information Systems, 23(1), 45–61.Google Scholar
Aten, K., & Thomas, G.F. (2016). Crowdsourcing strategizing: Communication technology affordances and the communicative constitution of organizational strategy. International Journal of Business Communication, 53(2), 148–180.Google Scholar
Bakos, Y., & Treacy, M. (1986). Information technology and corporate strategy. MIS Quarterly, 10 (2), 107–119.Google Scholar
Baptista, J., Wilson, A.D., Galliers, R.D., & Bynghall, S. (2017). Social media and the emergence of reflexiveness as a new capability for open strategy. Long Range Planning, 50(3), 322–336.Google Scholar
Barad, K. (2003). Posthumanist performativity: Toward an understanding of how matter comes to matter. Signs, 28(3), 801–831.Google Scholar
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.Google Scholar
Benkler, Y. (2006). The wealth of networks: How social production transforms markets and freedom. London: Yale University Press.Google Scholar
Berman, S.J., & Hagan, J. (2006). How technology-driven business strategy can spur innovation and growth. Strategy & Leadership, 34(2), 28–34.Google Scholar
Birkinshaw, J. (2017). Reflections on open strategy. Long Range Planning, 50(3), 423–426.CrossRefGoogle Scholar
Buhalis, D. (1998). Strategic use of information technologies in the tourism industry. Tourism Management, 19(5), 409–421.Google Scholar
Bullinger, A.C., Neyer, A.-K., Rass, M., & Moeslein, K.M. (2010). Community-based innovation contests: Where competition meets cooperation. Creativity and Innovation Management, 19(3), 290–303.Google Scholar
Butler, J. (1988). Performative acts and gender constitution: An essay in phenomenology and feminist theory. Theatre Journal, 40(4), 519–531.Google Scholar
Carpenter, M.A., & Sanders, G. (2002). Top management team compensation: The missing link between CEO pay and firm performance? Strategic Management Journal, 23(4), 367–375.CrossRefGoogle Scholar
Cecez-Kecmanovic, D., Galliers, R.D., Henfridsson, O., Newell, S., & Vidgen, R. (2014). The sociomateriality of information systems: Current status, future directions. MIS Quarterly, 38(3), 809–830.Google Scholar
Chesbrough, H. (2006). Open business models: How to thrive in the new innovation landscape, Boston: Harvard Business School Press.Google Scholar
Chesbrough, H., & Appleyard, M.M. (2007). Open innovation and strategy. California Management Review, 50(1), 57–76.CrossRefGoogle Scholar
Demir, R. (2015). Strategic activity as bundled affordances. British Journal of Management, 26(1), 125–141.Google Scholar
Dos Santos, B.L., & Peffers, K. (1995). Rewards to investors in innovative information technology applications: First movers and early followers in ATMs. Organization Science, 6(3), 241–259.CrossRefGoogle Scholar
Dobusch, L., & Kapeller, J. (2018). Open strategy-making with crowds and communities: Comparing Wikimedia and Creative Commons. Long Range Planning, 51(4), 561–579.Google Scholar
Dobusch, L., Dobusch, L., & Muller-Seitz, G. (2019). Closing for the benefit of openness? The case of Wikimedia’s open strategy process. Organization Studies, 40(3), 343–370.Google Scholar
Estellés-Arolas, E., & González-Ladrón-de-Guevara, F. (2012). Towards an integrated crowdsourcing definition. Journal of Information Science, 38(2), 189–200.Google Scholar
Foucault, M. (1977). Discipline and punish: The birth of the prison. New York: Vintage.Google Scholar
Foucault, M. (1980). Power/knowledge: Selected interviews and other writings, 1972–1977. New York: Pantheon.Google Scholar
Friis, O. (2015). Openness in strategy: Social strategy practices and practitioner interaction, an opportunity and threat in strategy making. In 31st EGOS Colloquium. Athens.Google Scholar
Galliers, R.D. (1987). Information systems planning in the United Kingdom and Australia: A comparison of current practice. In Zorkorczy, P. (Ed.), Oxford surveys in information technology, 4, 223–255.Google Scholar
Galliers, R.D. (1991). Strategic information systems planning: Myths, reality and guidelines for successful implementation. European Journal of Information Systems, 1(1), 55–64.Google Scholar
Galliers, R.D. (2006). On confronting some of the common myths of Information Systems strategy discourse. In Mansell, R., Avgerou, C., Quah, D., & Silverstone, R. (Eds.), The Oxford handbook of information and communication technologies (pp. 225–243). Oxford: Oxford University Press.Google Scholar
Galliers, R.D. (2011). Further developments in Information Systems strategising: Unpacking the concept. In Galliers, R.D. & Currie, W.L. (Eds.), The Oxford handbook of management information systems: Critical perspectives and new directions (pp. 329–345). Oxford: Oxford University Press.Google Scholar
Galliers, R.D., Jackson., M.C., & Mingers, J. (1997). Organization theory and systems thinking: The benefits of partnership. Organization, 4(2), 269–278.Google Scholar
Gassmann, O., Enkel, E., & Chesbrough, H. (2010). The future of open innovation. R&D Management, 40(3), 213–221.Google Scholar
Gegenhuber, T., & Dobusch, L. (2017). Making an impression through openness: How open strategy-making practices change in the evolution of new ventures. Long Range Planning, 50(3), 337–354.Google Scholar
Haefliger, S., Monteiro, E., Foray, D., & von Krogh, G. (2011). Social software and strategy. Long Range Planning, 44(5–6), 297–316.Google Scholar
Hambrick, D.C. (1981). Strategic awareness within top management teams. Strategic Management Journal, 2(3), 263–279.Google Scholar
Hardy, C., & Thomas, R. (2014). Strategy, discourse and practice: The intensification of power. Journal of Management Studies, 51(2), 320–348.CrossRefGoogle Scholar
Hardy, C., & Thomas, R. (2015). Discourse in a material world. Journal of Management Studies, 52(5), 680–696.Google Scholar
Hautz, J., Seidl, D., & Whittington, R. (2017). Open strategy: Dimensions, dilemmas, dynamics. Long Range Planning, 50(3), 298–309.Google Scholar
Henderson, J.C., & Venkatraman, N. (1993). Strategic alignment: Leveraging information technology for transforming organizations. IBM Systems Journal, 32(1), 472–484.CrossRefGoogle Scholar
Henfridsson, O., & Lind, M. (2014). Information systems strategizing, organizational sub-communities, and the emergence of a sustainability strategy. Journal of Strategic Information Systems, 23(1), 11–28.Google Scholar
Heracleous, L., Gößwein, J., & Beaudette, P. (2018). Open strategy-making at the Wikimedia Foundation. A dialogic perspective. The Journal of Applied Behavioral Science, 54(1), 5–35.Google Scholar
Hoskisson, R.E., Hitt, M.A., Wan, W.P., & Yiu, D. (1999). Theory and research in strategic management: Swings of a pendulum. Journal of Management, 25(3), 417–456.Google Scholar
Huang, J., Baptista, J., & Galliers, R.D. (2013). Reconceptualizing rhetorical practices in organizations: The impact of social media on internal communications. Information & Management, 50(2–3), 112–124.Google Scholar
Hutter, K., Nketia, B.A., & Fuller, J. (2017). Falling short with participation – Different effects of ideation, commenting, and evaluating behavior on open strategizing. Long Range Planning, 50(3), 355–370.Google Scholar
Itami, H., & Numagami, T. (1992). Dynamic interaction between strategy and technology. Strategic Management Journal, 13(2), 119–135.CrossRefGoogle Scholar
Ives, B. (1992). Editor’s comments: Transformed information systems management. MIS Quarterly, 16(4), lix-lxii.Google Scholar
Jarvenpaa, S.L., & Ives, B. (1990). Information technology and corporate strategy: A view from the top. Information Systems Research, 1(4), 351–376.Google Scholar
Jarvenpaa, S.L., & Leidner, D.E. (1998). Communication and trust in global virtual teams. Journal of Computer-Mediated Communication, 3(4), JCMC346.Google Scholar
Jarzabkowski, P. (2004). Strategy as practice: Recursiveness, adaptation, and practices-in-use. Organization Studies, 25(4), 529–560.Google Scholar
Jarzabkowski, P., & Kaplan, S. (2015). Strategy tools-in-use: A framework for understanding “technologies of rationality” in practice. Strategic Management Journal, 36(4), 537–558.Google Scholar
Jarzabkowski, P., & Wolf, C. (2015). An activity-theory approach to strategy as practice. In Golsorkhi, D. et al. (Eds.), Cambridge handbook of strategy as practice (pp. 166–185). Cambridge: Cambridge University Press.Google Scholar
Johnson, G., Melin, L., & Whittington, R. (2003). Micro strategy and strategizing: Towards an activity‐based view. Journal of Management Studies, 40(1), 3–22.Google Scholar
Kaplan, R.S., & Norton, D.P. (1992). The balanced scorecard – Measures that drive performance. Harvard Business Review, 70(1), 71–79.Google Scholar
Kaplan, S. (2011). Strategy and PowerPoint: An inquiry into the epistemic culture and machinery of strategy making. Organization Science, 22(2), 320–346.Google Scholar
Koch, H., Leidner, D.E., & Gonzalez, E.S. (2013). Digitally enabling social networks: Resolving IT-culture conflict. Information Systems Journal, 23(6), 501–523.Google Scholar
Kotabe, M., Sahay, A., & Aulakh, P.S. (1996). Emerging role of technology licensing in the development of global product strategy: Conceptual framework and research propositions. Journal of Marketing, 60(1), 73–88.Google Scholar
Latour, B. (1986). The Powers of Association. In Law, J. (Ed.), Power, Action and Belief: A New Sociology of Knowledge? London: Routledge & Kegan Paul.Google Scholar
Leonard, J., & Higson, H. (2014). A strategic activity model of Enterprise System implementation and use: Scaffolding fluidity. Journal of Strategic Information Systems, 23(1), 62–86.Google Scholar
Leonardi, P.M. (2012). Materiality, sociomateriality, and socio-technical systems: What do these terms mean? How are they related? Do we need them? In Leonardi, P. M. & Kallinikos, J. (Eds.), Materiality and organizing: Social interaction in a technological world (pp. 25–48). Oxford: Oxford University Press.Google Scholar
Leonardi, P.M., & Barley, S.R. (2010). What’s under construction here? Social action, materiality, and power in constructivist studies of technology and organizing. Academy of Management Annals, 4(1), 1–51.Google Scholar
Leonardi, P.M., Huysman, M., & Steinfield, C. (2013). Enterprise social media: Definition, history, and prospects for the study of social technologies in organizations. Journal of Computer‐Mediated Communication, 19(1), 1–19.Google Scholar
Luedicke, M.K., Husemann, K.C., Furnari, S., & Ladstaetter, F. (2017). Radically open strategizing: How the Premium Cola collective takes open strategy to the extreme. Long Range Planning, 50(3), 371–384.Google Scholar
Mack, D.Z., & Szulanski, G. (2017). Opening up: How centralization affects participation and inclusion in strategy making. Long Range Planning, 50(3), 385–396.Google Scholar
Malhotra, A., Majchrzak, A., & Niemiec, R.M. (2017). Using public crowds for open strategy formulation: Mitigating the risks of knowledge gaps. Long Range Planning, 50(3), 397–410.CrossRefGoogle Scholar
Marabelli, M., & Galliers, R.D. (2017). A reflection on information systems strategizing: The role of power and everyday practices. Information Systems Journal, 27(3), 347–366.Google Scholar
Marabelli, M., Newell, S., & Galliers, R.D. (2016). The materiality of impression management in social media use: A focus on time, space and algorithms. In Proceedings: Thirty-Seventh International Conference on Information Systems. Dublin, pp. 1–21.Google Scholar
Martinsons, M., Davidson, R., & Tsec, D. (1999). The Balanced Scorecard: A foundation for the strategic management of information systems. Decision Support Systems, 25(1), 71–88.Google Scholar
Mata, F. J., Fuerst, W. L., & Barney, J. B. (1995). Information technology and sustained competitive advantage: A resource-based analysis. MIS Quarterly, 19(4), 487–505.Google Scholar
Matzler, K., Fuller, J., Hutter, K., Hautz, J., & Stieger, D. (2014a). Open Strategy: Towards a Research Agenda, Available at SSRN 2416937 (2014).Google Scholar
Matzler, K., Fuller, J., Koch, B., Hautz, J., & Hutter, K. (2014b). Open strategy – A new strategy paradigm? In Strategie und Leadership (pp. 37–55). Wiesbaden: Springer.Google Scholar
Morton, J., Wilson, A.D., & Cooke, L. (2016a). Open Strategy Initiatives: Open, IT-Enabled Episodes of Strategic Practice. In Twentieth Pacific Asia Conference on Information Systems. Chiayi, pp. 1–7.Google Scholar
Morton, J., Wilson, A.D., & Cooke, L. (2016b). Exploring the roles of external facilitators in IT-driven open strategizing. In Proceedings of the 12th International Symposium on Open Collaboration (OpenSym). Berlin, pp. 1–4.CrossRefGoogle Scholar
Morton, J., Wilson, A.D., & Cooke, L. (2015). Collaboration and Knowledge Sharing in Initiatives, Open Strategy. In iFutures 2015. Sheffield, pp. 1–7.Google Scholar
Mount, M., & Pandza, K. (2016). Open strategy making and interactive framing: A mechanism for strategic convergence in issue-driven fields. In 32nd EGOS Colloquium. Naples.Google Scholar
Newstead, B., & Lanzerotti, L. (2010). Can you open-source your strategy? Harvard Business Review, 88(10),16.Google Scholar
Nicolini, D. (2009). Zooming in and out: Studying practices by switching theoretical lenses and trailing connections. Organization Studies, 30(12), 1391–1418.Google Scholar
Nunamaker, J.F., Chen, M., & Purdin, T. (1990). Systems development in information systems research. Journal of Management Information Systems, 7(3), 89–106.Google Scholar
Orlikowski, W.J. (2006). Material knowing: The scaffolding of human knowledgeability. European Journal of Information Systems, 15(5), 460.Google Scholar
Orlikowski, W.J. (2007). Sociomaterial practices: Exploring technology at work. Organization Studies, 28(9), 1435–1448.Google Scholar
Orlikowski, W.J. (2008). Using technology and constituting structures: A practice lens for studying technology in organizations. In Ackerman, M.S., Halverson, C.A., Erickson, Th., & Kellogg, W.A. (Eds.), Resources, co-evolution and artifacts. New York: Springer, pp. 255–305.Google Scholar
Orlikowski, W.J. (2010). Practice in research: Phenomenon, perspective and philosophy. In Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (Eds.), Cambridge Handbook of Strategy as Practice. Cambridge: Cambridge University Press, pp. 33–43.Google Scholar
Orlikowski, W.J., & Barley, S.R. (2001). Technology and institutions: What can research on information technology and research on organizations learn from each other? MIS Quarterly, 25(2), 145.Google Scholar
Orlikowski, W.J., & Iacono, C.S. (2001). Research commentary: Desperately seeking the “IT” in IT research – A call to theorizing the IT artifact. Information Systems Research, 12(2), 121–134.Google Scholar
Peppard, J., Galliers, R.D., & Thorogood, A. (2014). Information systems strategy as practice: Micro strategy and strategizing for IS. Journal of Strategic Information Systems, 23(1), 1–10.Google Scholar
Piller, F.T., & Walcher, D. (2006). Toolkits for idea competitions: A novel method to integrate users in new product development. R&D Management, 36(3), 307–318.Google Scholar
Porter, M. (1979). How competitive forces shape strategy. Harvard Business Review, 57(2), 137–145.Google Scholar
Porter, M.E., & Millar, V.E. (1985). How information gives you competitive advantage. Harvard Business Review, 63(4), 149–160.Google Scholar
Powell, T.C., & Dent-Micallef, A. (1997). Information technology as competitive advantage: The role of human, business, and technology resources. Strategic Management Journal, 18(5), 375–405.Google Scholar
Sambamurthy, V., Bharadwaj, A., & Grover, V. (2003). Shaping agility through digital options: Reconceptualizing the role of information technology in contemporary firms. MIS Quarterly, 27(2), 237–263.Google Scholar
Santalainen, T.J., & Baliga, R.B. (2014). The Great Promise of Open Strategizing: Evidence from Expert Organizations. In Strategic Management Society Annual Conference. Madrid.Google Scholar
Santhanam, R., & Hartono, E. (2003). Issues in linking information technology capability to firm performance. MIS Quarterly, 125–153.Google Scholar
Seidl, D., & Werle, F. (2018). Inter-organizational sensemaking in the face of strategic meta-problems: Requisite variety and dynamics of participation. Strategic Management Journal, 39(3), 630–858.Google Scholar
Smith, D.J. (2013). Power-by-the-hour: The role of technology in reshaping business strategy at Rolls-Royce. Technology Analysis and Strategic Management, 25(8), 987–1007.Google Scholar
Somogyi, E. K., & Galliers, R. D. (1987). Applied information technology: From data processing to strategic information systems. Journal of Information Technology, 2(1), 30–41.Google Scholar
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.Google Scholar
Surowiecki, J. (2004). The wisdom of crowds: Why the many are smarter than the few. London, New York: Anchor.Google Scholar
Tavakoli, A., Schlagwein, D., & Schoder, D. (2017). Open strategy: Literature review, re-analysis of cases and conceptualisation as a practice. Journal of Strategic Information Systems, 26(3), 163–184.Google Scholar
Tavakoli, A., Schlagwein, D., & Schoder, D. (2015). Open Strategy: Consolidated Definition and Processual Conceptualization. In Thirty-Sixth International Conference on Information Systems. Fort Worth, pp. 1–12.Google Scholar
Tushman, M.L., & O’ReillyIII, C.A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8–29.Google Scholar
Vaara, E., & Whittington, R. (2012). Strategy-as-practice: Taking social practices seriously. The Academy of Management Annals, 6(1), 285–336.Google Scholar
von Krogh, G. (2012). How does social software change knowledge management? Toward a strategic research agenda. Journal of Strategic Information Systems, 21(2), 154–164.Google Scholar
Wade, M., & Hulland, J. (2004). The resource-based view and information systems research: Review, extension, and suggestions for future research. MIS Quarterly, 28(1),107–142.Google Scholar
Warner, T. N. (1987). SMR FORUM: Information technology as a competitive burden. Sloan Management Review, 29(1), 55.Google Scholar
Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613–634.Google Scholar
Whittington, R. (2014). Information systems strategy and strategy-as-practice: A joint agenda. Journal of Strategic Information Systems, 23(1), 87–91.Google Scholar
Whittington, R., Cailluet, L., & Yakis-Douglas, B. (2011). Opening strategy: Evolution of a precarious profession. British Journal of Management, 22(3), 531–544.Google Scholar
Whittington, R., Yakis-Douglas, B., & Ahn, K. (2016). Cheap talk? Strategy presentations as a form of chief executive officer impression management. Strategic Management Journal, 37(12), 2413–2424.Google Scholar
Wulf, A., & Butel, L. (2016). Knowledge sharing and innovative corporate strategies in collaborative relationships: The potential of open strategy in business ecosystems. In Liu, S., Delibasic, B., & Oderanti, F. (Eds.), Decision support systems VI – Addressing sustainability and societal challenges. Cham: Springer Nature, pp. 165–181.Google Scholar
References
Argenti, P. A., Howell, R. A., & Beck, K. A. (2005). The strategic communication imperative. Sloan Management Review, 46(3), 83–89.Google Scholar
Bailey, D. E., Leonardi, P. M., & Barley, S. R. (2012). The lure of the virtual. Organization Science, 23(5), 1485–1504.Google Scholar
Baptista, J., Wilson, A. D., Galliers, R. D., & Bynghall, S. (2017). Social media and the emergence of reflexiveness as a new capability for open strategy. Long Range Planning, 50(3), 322–336.Google Scholar
Barley, W. C., Leonardi, P. M., & Bailey, D. E. (2012). Engineering objects for collaboration: Strategies of ambiguity and clarity at knowledge boundaries. Human Communication Research, 38(3), 280–308.Google Scholar
Bechky, B. (2003). Sharing meaning across occupational communities: The transformation of understanding on the production floor. Organization Science, 17(3), 99–120.Google Scholar
Boellstorff, T. (2008). Coming of age in Second Life: An anthropologist explores the virtually human. Princeton, NJ: Princeton University Press.Google Scholar
Brown, J. S., & Duguid, P. (2000). The social life of information. Boston: Harvard Business School Press.Google Scholar
Brown, J. S., & Duguid, P. (2001). Knowledge and organization: A social-practice perspective. Organization Science, 12(2), 198–213.Google Scholar
Burt, R. S. (2004). Structural holes and good ideas. American Journal of Sociology, 110(2), 349–399.Google Scholar
Carlile, P. R. (2002). A pragmatic view of knowledge and boundaries: Boundary objects in new product development. Organization Science, 13(4), 442–455.Google Scholar
Carlile, P. R. (2004). Transferring, translating, and transforming: An integrative framework for managing knowledge across boundaries. Organization Science, 15(5), 555–568.Google Scholar
Clampitt, P. G., DeKoch, R. J., & Cashman, T. (2000). A strategy for communicating about uncertainty. Academy of Management Executive, 14(4), 41–57.Google Scholar
Coleman, G. (2014). Hacker, hoaxer, whistle-blower spy: The many faces of anonymous. New York: Verso.Google Scholar
Denyer, D., Parry, E., & Flowers, P. (2011). “Social,” “open” and “participative”? Exploring personal experiences and organisational effects of enterprise 2.0 use. Long Range Planning, 44(5–6), 375–396.Google Scholar
Dobusch, L., & Kapeller, J. (2018). Open strategy-making with crowds and communities: Comparing Wikimedia and Creative Commons. Long Range Planning, 51(4), 561–579.Google Scholar
Edmondson, A. C., Bohmer, R. M., & Pisano, G. P. (2001). Disrupted routines: Team learning and new technology implementation in hospitals. Administrative Science Quarterly, 46(4), 685–716.Google Scholar
Eisenhardt, K. M., & Santos, F. M. (2002). The knowledge-based view: A new theory of strategy? In Pettigrew, A., Thomas, H., & Whittington, R. (Eds.), Handbook of strategy and management. Sage: London, 139–164.Google Scholar
Ellison, N. B., Gibbs, J. L., & Weber, M. S. (2015). The use of enterprise social network sites for knowledge sharing in distributed organizations: The role of organizational affordances. American Behavioral Scientist, 59(1), 103–123.Google Scholar
Ewenstein, B., & Whyte, J. (2009). Knowledge practices in design: The role of visual representations as “epistemic objects.” Organization Studies, 30(1), 7–30.Google Scholar
Felin, T., & Hesterly, W. S. (2007). The knowledge-based view, nested heterogeneity, and new value creation: Philosophical considerations on the locus of knowledge. Academy of Management Review, 32(1), 195–218.Google Scholar
Fenton, C., & Langley, A. (2011). Strategy as practice and the narrative turn. Organization Studies, 32(9), 1171–1196.Google Scholar
Gegenhuber, G., & Dobusch, L. (2017). Making an impression through openness: How open strategy-making practices change in the evolution of new ventures. Long Range Planning, 50(3), 337–354.Google Scholar
Gibbs, J. L., Rozaidi, N. A., & Eisenberg, J. (2013). Overcoming the “ideology of openness”: Probing the affordances of social media for organizational knowledge sharing. Journal of Computer-Mediated Communication, 19(1), 102–120.Google Scholar
Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (2010). What is strategy as practice? In Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (Eds.), Cambridge handbook of strategy as practice (pp. 1–20). Cambridge: Cambridge University Press.Google Scholar
Haefliger, S., Monteiro, E., Foray, D., & von Krogh, G. (2011). Social software and strategy. Long Range Planning, 44(5–6), 297–316.Google Scholar
Hansen, M. T. (1999). The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits. Administrative Science Quarterly, 44(1), 82–111.Google Scholar
Hargadon, A. B. (2002). Brokering knowledge: Linking learning and innovation. Research in Organizational Behavior, 24(1), 41–85.Google Scholar
Hautz, J., Seidl, D., & Whittington, R. (2017). Open strategy: Dimensions, dilemmas, dynamics. Long Range Planning, 50(3), 298–309.Google Scholar
Hutter, K., Nketia, B. A., & Füller, J. (2017). Falling short with participation: Different effects of ideation, commenting, and evaluating behavior on open strategizing. Long Range Planning, 50(3), 355–370.Google Scholar
Jarrahi, M. H., & Sawyer, S. (2013). Social technologies, informal knowledge practices, and the enterprise. Journal of Organizational Computing and Electronic Commerce, 23(1–2), 110–137.Google Scholar
Jarzabkowski, P., & Kaplan, S. (2015). Strategy tools‐in‐use: A framework for understanding “technologies of rationality” in practice. Strategic Management Journal, 36(4), 537–558.Google Scholar
Jarzabkowski, P., & Spee, A. P. (2009). Strategy-as-practice: A review and future directions for the field. International Journal of Management Reviews, 11(1), 69–95.Google Scholar
Kane, G. C., Alavi, M., Labianca, G. J., & Borgatti, S. P. (2014). What’s different about social media networks? A framework and research agenda. MIS Quarterly, 38(1), 275–304.Google Scholar
Kaplan, A. M., & Haenlein, M. (2010). Users of the world, unite! The challenges and opportunities of social media. Business Horizons, 53(1), 59–68.Google Scholar
Katila, R., & Chen, E. L. (2008). Effects of search timing on innovation: The value of not being in sync with rivals. Administrative Science Quarterly, 53(4), 593–625.Google Scholar
Kozinets, R. (2015). Netnography: Doing ethnographic research online. New York: John Wiley & Sons.Google Scholar
Kuhn, T., & Jackson, M. H. (2008). Accomplishing knowledge: A framework for investigating knowing in organizations. Management Communication Quarterly, 21(3), 454–485.Google Scholar
Lave, J. (1996). Teaching, as learning, in practice. Mind, Culture, and Activity, 3(3), 149–164.Google Scholar
Lave, J., & Wenger, E. (1991). Situated learning: Legitimate peripheral participation. Cambridge: Cambridge University Press.Google Scholar
Lee, G., & Xia, W. (2010). Toward agile: An integrated analysis of quantitative and qualitative field data on software development agility. MIS Quarterly, 34(1), 87–114.Google Scholar
Leonardi, P. M. (2014). Social media, knowledge sharing, and innovation: Toward a theory of communication visibility. Information Systems Research, 25(4), 796–816.Google Scholar
Leonardi, P. M. (2015a). Ambient awareness and knowledge acquisition: Using social media to learn “who knows what” and “who knows whom.” MIS Quarterly, 39(4), 747–762.Google Scholar
Leonardi, P. M. (2015b). Materializing strategy: The blurry line between strategy formulation and strategy implementation. British Journal of Management, 26(S1), 17–21.Google Scholar
Leonardi, P. M., Huysman, M., & Steinfield, C. (2013). Enterprise social media: Definition, history, and prospects for the study of social technologies in organizations. Journal of Computer-Mediated Communication, 19(1), 1–19.Google Scholar
Leonardi, P. M., & Vaast, E. (2017). Social media and their affordances for organizing: A review and agenda for research. Academy of Management Annals, 11(1), 150–188.Google Scholar
Levina, N., & Vaast, E. (2005). The emergence of boundary spanning competence in practice: Implications for implementation and use of information system. MIS Quarterly, 29(2), 335–363.Google Scholar
Liebeskind, J. P. (1996). Knowledge, strategy and the theory of the firm. Strategic Management Journal, 17(Winter Special Issue), 93–107.Google Scholar
Liebeskind, J. P. (1999). Knowledge, strategy, and the theory of the firm. In Zack, M. (Ed.), Knowledge and strategy (pp. 197–219). Oxford, UK: Butterworth-Heinemann.Google Scholar
Luedicke, M. K., Huseman, K. C., Furnari, S., & Ladstaetter, F. (2017). Radically open strategizing: How the premium cola collective takes open strategy to the extreme. Long Range Planning, 50(3), 371–384.Google Scholar
Mack, D., & Szulanski, G. (2017). Opening up: How centralization affects participation and inclusion in strategy making. Long Range Planning, 50(3), 385–396.Google Scholar
Majchrzak, A., Faraj, S., Kane, G. C., & Azad, B. (2013). The contradictory influence of social media affordances on online communal knowledge sharing. Journal of Computer-Mediated Communication, 19(1), 38–55.Google Scholar
Malhotra, A., Majchrzak, A., & Niemiec, R. M. (2017). Using public crowds for open strategy formulation: Mitigating the risks of knowledge gaps. Long Range Planning, 50(3), 397–410.Google Scholar
Mantere, S., & Vaara, E. (2008). On the problem of participation in strategy: A critical discursive perspective. Organization Science, 19(2), 341–358.Google Scholar
Metiu, A., & Rothbard, N. P. (2013). Task bubbles, artifacts, shared emotion, and mutual focus of attention: A comparative study of the micro-processes of group engagement. Organization Science, 24(2), 455–475.Google Scholar
Morgan, M., Malek, W. A., & Levitt, R. E. (2008). Executing your strategy: How to break it down and get it done. Boston: Harvard University School Press.Google Scholar
Neeley, T., & Leonardi, P. M. (2018). Enacting knowledge strategy through social media: Passable trust and the paradox of nonwork interactions. Strategic Management Journal, 39(3), 922–946.Google Scholar
Nicolini, D. (2012). Practice theory, work, and organization. Oxford: Oxford University Press.Google Scholar
Nicolini, D., Gherardi, S., & Yanow, D. (2003). Toward a practice-based view of knowing and learning in organizations. In Nicolini, D., Gherardi, S., & Yanow, D. (Eds.), Knowing in organizations: A practice-based approach (pp. 3–31). New York: M.S. Sharp.Google Scholar
Nicolini, D., Mengis, J., & Swan, J. (2012). Understanding the role of objects in cross-disciplinary collaboration. Organization Science, 23(3), 612–629.Google Scholar
Orlikowski, W. J. (2000). Using technology and constituting structures: A practice lens for studying technology in organizations. Organization Science, 11(4), 404–428.Google Scholar
Orlikowski, W. J. (2002). Knowing in practice: Enacting a collective capability in distributed organizing. Organization Science, 13(3), 249–273.Google Scholar
Packard, D. (1995). The HP way: How Bill Hewlett and I built our company. New York: Collins.Google Scholar
Pentland, B. T. (1995). Information systems and organizational learning: The social epistemology of organizational knowledge systems. Accounting, Management, and Information Technology, 5(1), 1–21.Google Scholar
Piskorski, M. J. (2014). A social strategy: How we profit from social media. Princeton, NJ: Princeton University Press.Google Scholar
Reagans, R., & McEvily, B. (2003). Network structure and knowledge transfer: The effects of cohesion and range. Administrative Science Quarterly, 48(2), 240–267.Google Scholar
Schadler, T., & Karcher, P. (2011). The state of workforce technology adoption: Global benchmark 2012 Strategic planning Forrsights for CIOs. Retrieved from www.forrester.com/report/The+State+Of+Workforce+Technology+Adoption+US+Benchmark+2011/-/E-RES60894:Google Scholar
Schmidt, C. (2016). Agile software development teams: The impact of agile development on team performance. Basel, Switzerland: Springer.Google Scholar
Singh, J., Hansen, M. T., & Podolny, J. M. (2010). The world is not small for everyone: Inequity in searching for knowledge in organizations. Management Science, 56(9), 1415–1438.Google Scholar
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.Google Scholar
Szulanski, G. (1996). Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic Management Journal, 17(S2), 27–43.Google Scholar
Treem, J. W., & Leonardi, P. M. (2012). Social media use in organizations: Exploring the affordances of visibility, editability, persistence, and association. Communication Yearbook, 36(1), 143–189.Google Scholar
Tsoukas, H. (1996). The firm as a distributed knowledge system: A constructionist approach. Strategic Management Journal, 17(S2), 11–25.Google Scholar
Vaara, E., & Whittington, R. (2012). Strategy-as-practice: Taking social practices seriously. The Academy of Management Annals, 6(1), 285–336.Google Scholar
Vaast, E. (2007). What goes online comes off line: Knowledge management system use in a soft bureaucracy. Organization Studies, 28(3), 283–306.Google Scholar
Volkoff, O., & Strong, D. M. (2013). Critical realism and affordances: Theorizing it-associated organizational change processes. MIS Quarterly, 37(1), 819–834.Google Scholar
von Krogh, G., Nonaka, I., & Aben, M. (2001). Making the most of your company’s knowledge: A strategic framework. Long Range Planning, 34(4), 421–439.Google Scholar
Wenger, E. (2000). Communities of practice and social learning systems. Organization, 7(2), 225–246.Google Scholar
Wenger, E., McDermott, R., & Snyder, W. M. (2002). Cultivating communities of practice: A guide to managing knowledge. Cambridge, MA: Harvard Business School Press.Google Scholar
Whittington, R., Cailluet, L., & Yakis-Douglas, B. (2011). Opening strategy: Evolution of a precarious profession. British Journal of Management, 22(3), 531–544.Google Scholar
Yanow, D. (2004). Translating local knowledge at organizational peripheries. British Journal of Management, 15(S1), S9-S25.Google Scholar
Zack, M. H. (2002). Developing a knowledge strategy. In Choo, C. W. & Bonits, N. (Eds.), The strategic management of intellectual capital and organizational knowledge (pp. 255–276). Oxford: Oxford University Press.Google Scholar
References
Avgerinou, M.D., & Pettersson, R. (2016). Toward a cohesive theory of visual literacy, Journal of Visual Literacy, 30(2), 1–19.Google Scholar
Balogun, J., Bartunek, J.M., & Do, B. (2015). Senior managers’ sensemaking and responses to strategic change. Organization Science, 26, 960–979.Google Scholar
Balogun, J., Jacobs, C., Jarzabkowski, P., Mantere, S., & Vaara, E. (2014). Placing strategy discourse in context: Sociomateriality, sensemaking, and power. Journal of Management Studies, 51(2), 175–201.Google Scholar
Baptista, J., Wilson, A.D., Galliers, R.D., & Bynghall, S. (2017). Social media and the emergence of reflexiveness as a new capability for open strategy. Long Range Planning, 50, 322–336.Google Scholar
Barry, A.M.S. (1997). Visual intelligence: Perception, image, and manipulation in visual communication. Albany, NY: SUNY Press.Google Scholar
Barry, D., & Elmes, M. (1997). Strategy retold: Toward a narrative view of strategic discourse. Academy of Management Review, 22(2), 429–452.Google Scholar
Bechky, B.A. (2011). Making organizational theory work: Institutions, occupations, and negotiated orders. Organization Science, 22, 1157–1167.Google Scholar
Bell, E. (2012). Ways of seeing organisational death: A critical semiotic analysis of organisational memorialisation. Visual Studies, 27, 4–17.Google Scholar
Bell, E., & Davison, J. (2013). Visual management studies: Empirical and theoretical approaches. International Journal of Management Reviews, 15(2), 167–184.Google Scholar
Berger, A. A. (1998). Seeing is believing: An introduction to visual communication. Mountain View, CA: Mayfield.Google Scholar
Berinato, S. (2016). Visualizations that really work. Harvard Business Review, 94, 92–100.Google Scholar
Bingham, C.B., & Eisenhardt, K.M. (2011). Rational heuristics: The “simple rules” that strategists learn from process experience. Strategic Management Journal, 32, 1437–1464.Google Scholar
Bourgoin, A., & Muniesa, F. (2016). Building a rock-solid slide management consulting, PowerPoint, and the craft of signification. Management Communication Quarterly, 30(3), 390–410.Google Scholar
Boxenbaum, E., Jones, C., Meyer, R.E., & Svejenova, S. (2018). Towards an articulation of the material and visual turn in organization studies. Organization Studies, special issue on the material and visual turn in organization theory: Objectifying and (re)acting to novel ideas, 39(5–6), 597–616.Google Scholar
Burgelman, R.A., Floyd, S., Laamanen, T., Mantere, S, Vaara, E., & Whittington, R. (2018). Special issue: Strategy processes and practices: Dialogues and intersections. Strategic Management Journal, 39(3), 531–558.Google Scholar
Comi, A., & Whyte, J. (2018). Future making and visual artefacts: An ethnographic study of a design project. Organization Studies, 39(8), 1055–1083.Google Scholar
Cummings, S., & Angwin, D. (2011). Stratography: The art of conceptualizing and communicating strategy. Business Horizons, 54(5), 435–446.Google Scholar
Dutton, J., & Dukerich, J. (1991). Keeping an eye on the mirror: Image and identity in organizational adaptation. Academy of Management Journal, 34, 517–554.Google Scholar
Eppler, M.J., & Platts, K.W. (2009). Visual strategizing: The systematic use of visualization in the strategic-planning process. Long Range Planning, 42, 42–74.Google Scholar
Ewenstein, B., & Whyte, J. (2009). Knowledge practices in design: The role of visual representations as “epistemic objects.” Organization Studies, 30, 7–30.Google Scholar
Foss, N.J, Frederiksen, L., & Rullani, F. (2016). Problem-formulation and problem-solving in self-organized communities: How modes of communication shape project behaviors in the free open-source software community. Strategic Management Journal, 37(13), 2589–2610.Google Scholar
Gaver, W. (1996). Affordances for interaction: The social is material for design. Ecological Psychology, 8, 111–129.Google Scholar
Gibson, J.J. (1979). The ecological approach to visual perception. Boston: Houghton Mifflin.Google Scholar
Giraudeau, M. (2008). The drafts of strategy: Opening up plans and their uses. Long Range Planning, 41(3), 291–308.Google Scholar
Gylfe, P., Franck, H., LeBaron, C., & Mantere, S. (2016). Video methods in strategy research: focusing on embodied cognition. Strategic Management Journal, 37, 133–148.Google Scholar
Halgin, D.S., Glynn, M.A., & Rockwell, D. (2018). Organizational actorhood and the management of paradox: A visual analysis. Organization Studies, special issue on the material and visual turn in organization theory: Objectifying and (re)acting to novel ideas, 39(5–6), 645–664.Google Scholar
Halliday, M.A.K. (1978). Language as social semiotic: The social interpretation of language and meaning. London: Edward Arnold.Google Scholar
Hassard, J., Burns, D., Hyde, P., & Burns, J-P. (2018). A visual turn for organizational ethnography: Embodying the subject in video-based research. Organization Studies, 39(10), 1403–1424.Google Scholar
Hautz, J., Seidl, D., & Whittington, R. (2017). Open strategy: Dimensions, dilemmas, dynamics. Long Range Planning, 50, 298–309.Google Scholar
Hegarty, M. (2011). The cognitive science of visual-spatial displays: Implications for design. Topics in Cognitive Science, 3(3), 446–474.Google Scholar
Heracleous, L., & Barrett, M. (2001). Organizational change as discourse: Communicative actions and deep structures in the context of IT implementation. Academy of Management Journal, 44, 755–778.Google Scholar
Heracleous, L., & Jacobs, C. (2008). Crafting strategy: The role of embodied metaphors. Long Range Planning, 41(3), 309–325.Google Scholar
Hodgkinson, G.P., Bown, N.J., Maule, A.J., Glaister, K.W., & Pearman, A. D. (1999). Breaking the frame: An analysis of strategic cognition and decision making under uncertainty. Strategic Management Journal, 20, 977–985.Google Scholar
Jarratt, D., & Stiles, D. (2010). How are methodologies and tools framing managers’ strategizing practice in competitive strategy development? British Journal of Management, 21, 28–43.Google Scholar
Jarzabkowski, P., & Kaplan, S. (2015). Strategy tools-in-use: A framework for understanding “technologies of rationality” in practice. Strategic Management Journal, 36, 537–558.Google Scholar
Jarzabkowski, P., & Seidl, D. (2008). The role of meetings in the social practice of strategy. Organization Studies, 29(11), 1391–1426.Google Scholar
Kaplan, S. (2011). Strategy and PowerPoint: An inquiry into the epistemic culture and machinery of strategy making. Organization Science, 22, 320–346.Google Scholar
Kim, W.C., & Mauborgne, R. (2002). Charting your company’s future. Harvard Business Review, 80(6), 76–85.Google Scholar
Knight, E., Cutcher-Gerschenfeld, J., & Mittleman, B. (2015). The art of management complex collaborations. MIT Sloan Management Review, 57(1), 16–19.Google Scholar
Knight, E., & Paroutis, S. (2017). Becoming salient: The TMT leader’s role in shaping the interpretive context of paradoxical tensions. Organization Studies, 38(3–4), 403–432.Google Scholar
Knight, E., Paroutis, S., & Heracleous, L. (2018). The power of PowerPoint: A visual perspective on meaning making in strategy. Strategic Management Journal, Special issue: Strategy processes and practices: Dialogues and intersections, 39(3), 894–921.Google Scholar
Knights, D., & Morgan, G. (1991). Corporate strategy, organizations, and subjectivity: A critique. Organization Studies, 12(2), 251–273.Google Scholar
Kress, G., & van Leeuwen, T. (1996). Reading images: The grammar of visual design. London: Routledge.Google Scholar
LeBaron, C., & Streeck, J. (1997). Built space and the interactional framing of experience during a murder interrogation. Human Studies, 20, 1–25.Google Scholar
Liu, F., & Maitlis, S. (2014). Emotional dynamics and strategizing processes: A study of strategic conversations in top team meetings. Journal of Management Studies, 51, 202–234.Google Scholar
Mantere, S. (2013). What is organizational strategy? A language-based view. Journal of Management Studies, 50, 1408–1426.Google Scholar
Mantere, S., & Vaara, E. (2008). On the problem of participation in strategy: A critical discursive perspective. Organization Science, 19(2), 341–358.Google Scholar
Meyer, E. (1997). Designing infographics: Theory, creative techniques & practical solutions. Indianapolis, IN: Hayden.Google Scholar
Meyer, R., Hollerer, M. A., Jancsary, D., & van Leeuwen, T. (2013). The visual dimension in organizing, organization, and organization research: Core ideas, current developments, and promising avenues. Academy of Management Annals, 7, 489–555.Google Scholar
Mintzberg, H. (2000). The rise and fall of strategic planning. London: Financial Times/ Prentice Hall.Google Scholar
Mirabeau, L., & Maguire, S. (2014). From autonomous strategic behaviour to emergent strategy. Strategic Management Journal, 35, 1202–1229.Google Scholar
Moriarty, S.E. (1997). A conceptual map of visual communication. Journal of Visual Literacy, 17 (2), 9–24.Google Scholar
Moriarty, S.E., & Kenney, K. (1995). Visual communication: A taxonomy and bibliography. Journal of Visual Literacy, 15(2), 7–156.Google Scholar
Nöth, W. (2011). Visual semiotics: Key features and an application to picture ads. In Margolis, E. & Pauwels, L. (Eds.), The Sage handbook of visual research methods (pp. 298–316). London: Sage.Google Scholar
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. London: John Wiley & Sons.Google Scholar
Ovans, A. (2014). What makes the best infographics so convincing. Harvard Business Review, communication, 22 April.Google Scholar
Paroutis, S., Franco, A., & Papadopoulos, T. (2015). Visual interactions with strategy tools: Producing strategic knowledge in workshops. British Journal of Management, 26, S48–S66.Google Scholar
Paroutis, S., & Heracleous, L. (2013). Discourse revisited: Dimensions and employment of first-order strategy discourse during institutional adoption. Strategic Management Journal, 34(8), 935–956.Google Scholar
Ray, J.L., & Smith, A. D. (2012). Using photographs to research organizations: Evidence, considerations, and application in a field study. Organizational Research Methods, 15(2), 288–315.Google Scholar
Rorty, R. (1979). Philosophy and the mirror of nature. Princeton, NJ: Princeton University Press.Google Scholar
Samra-Fredericks, D. (2003). Strategizing as lived experience and strategists’ everyday efforts to shape strategic direction. Journal of Management Studies, 40(1), 141–174.Google Scholar
Spee, P., & Jarzabkowski, P. (2011). Strategic planning as communicative process. Organization Studies, 32(9), 1217–1245.Google Scholar
Stigliani, I., & Ravasi, D. (2012). Organizing thoughts and connecting brains: Material practices and the transition from individual to group-level prospective sensemaking. Academy of Management Journal, 55, 1232–1259.Google Scholar
Täuscher, K., & Abdelkafi, N. (2017). Visual tools for business model innovation: Recommendations from a cognitive perspective. Creativity and Innovation Management, 26(2), 160–174.Google Scholar
Tsoukas, H. (2017). Don’t simplify, complexify: From disjunctive to conjunctive theorizing in organization and management studies. Journal of Management Studies, 54(2), 132–153.Google Scholar
Tsoukas, H., & Chia, R. (2002). On organizational becoming: Rethinking organizational change. Organization Science, 13, 567–582.Google Scholar
Vaara, E., Sorsa, V., & Pälli, P. (2010). On the force potential of strategy texts: A critical discourse analysis of a strategic plan and its power effects in a city organization. Organization, 17, 685–702.Google Scholar
van Leeuwen, T., Djonov, E., & O’Halloran, K.L. (2013). “David Byrne really does love PowerPoint”: Art as research on semiotics and semiotic technology. Social Semiotics, 23, 409–423.Google Scholar
Warren, S. (2008). Empirical challenges in organizational aesthetics research: Towards a sensual methodology. Organization Studies, 19(4), 559–580.Google Scholar
Warren, S. (2009). Visual methods in organizational research. In Bryman, A. & Buchanan, D. (Eds.), Handbook of organizational research methods (pp. 566–582). London: Sage.Google Scholar
Wedel, M., & Pieters, R. (2007). A review of eye-tracking research in marketing. In Malhotra, N. (Ed.), Review of marketing research, volume 4 (pp. 123–146). New York: M. E. Sharpe Inc.Google Scholar
Wenzel, M., & Koch, J. (2018). Strategy as staged performance: A critical discursive perspective on keynote speeches as a genre of strategic communication. Strategic Management Journal, 39(3), 639–663.Google Scholar
Werle, F., & Seidl, D. (2015). The layered materiality of strategizing: Epistemic objects and the interplay between material artifacts in the exploration of strategic topics. British Journal of Management, 26, S67–S89.Google Scholar
Whittington, R., Cailluet, C., & Yakis-Douglas, B. (2011). Opening strategy: Evolution of a precarious profession. British Journal of Management, 22, 531–544.Google Scholar
Whittington, R., Molloy, E., Mayer, M., & Smith, A. (2006). Practices of strategising/organising: Broadening strategy work and skills. Long Range Planning, 39(6), 615–629.Google Scholar
Whittington, R., Yakis-Douglas, B., & Ahn, K. (2016). Cheap talk? Strategy presentations as a form of chief executive officer impression management. Strategic Management Journal, 37(12), 2413–2424.Google Scholar
Whyte, J., Ewenstein, B., Hales, M., & Tidd, J. (2008). Visualizing knowledge in project-based work. Long Range Planning, 41, 74–92.Google Scholar
Zhao, S., & van Leeuwen, T. (2014). Understanding semiotic technology in university classrooms: A social semiotic approach to PowerPoint-assisted cultural studies lectures. Classroom Discourse, 5, 71–90.Google Scholar