Rumbling on performativity_Frits Simon
Rumbling on performativity_Frits Simon
Rumbling on performativity_Frits Simon
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Table 2: Different discourses regarding participati<strong>on</strong> in strategy development<br />
Impeding<br />
participati<strong>on</strong><br />
Mystificati<strong>on</strong><br />
Disciplining<br />
Technologizati<strong>on</strong><br />
Promoting<br />
participati<strong>on</strong><br />
Self-<br />
Actualizati<strong>on</strong><br />
Dialogizati<strong>on</strong><br />
C<strong>on</strong>cretizati<strong>on</strong><br />
156<br />
Characteristics<br />
Strategy as a grand visi<strong>on</strong> (secretively)<br />
defined by top management<br />
Implementati<strong>on</strong> by cascading and<br />
compliance<br />
Reproducti<strong>on</strong> of power positi<strong>on</strong> top<br />
management and of n<strong>on</strong>participati<strong>on</strong><br />
of organizati<strong>on</strong> members<br />
Acceptance coupled with cynicism and<br />
sarcasm<br />
Strategy as a military or educati<strong>on</strong>al task<br />
of top and middle management<br />
Implementati<strong>on</strong> by rules, procedures,<br />
punishment and internalizati<strong>on</strong> of roles<br />
Reproducti<strong>on</strong> of power positi<strong>on</strong> management<br />
and of n<strong>on</strong>participati<strong>on</strong> of<br />
organizati<strong>on</strong> members<br />
Acceptance coupled with frustrati<strong>on</strong> and<br />
paranoid feelings<br />
Strategy as given and c<strong>on</strong>trolled by top<br />
management<br />
Implementati<strong>on</strong> by systems to specify<br />
and measurement of performances<br />
Reproducti<strong>on</strong> of power positi<strong>on</strong> management<br />
and of n<strong>on</strong>participati<strong>on</strong> of<br />
organizati<strong>on</strong> members<br />
Acceptance coupled with feelings of<br />
alienati<strong>on</strong><br />
Characteristics<br />
Strategy as a collective search or journey<br />
for meaning<br />
Implementati<strong>on</strong> by in-depth reflecti<strong>on</strong><br />
and participati<strong>on</strong> (identificati<strong>on</strong>)<br />
Reproducti<strong>on</strong> of open expert culture<br />
Acceptance: nothing menti<strong>on</strong>ed about<br />
Strategy as a dialectic or dialogue of<br />
top-down and bottom up<br />
Implementati<strong>on</strong> by guidelines and acti<strong>on</strong><br />
plans<br />
Reproducti<strong>on</strong> of positi<strong>on</strong> management<br />
and expertise organizati<strong>on</strong> members<br />
Acceptance: nothing menti<strong>on</strong>ed about<br />
Strategy as a cooperative effort of<br />
management, organizati<strong>on</strong> members<br />
and stakeholders<br />
Implementati<strong>on</strong> by <strong>on</strong>going c<strong>on</strong>structi<strong>on</strong><br />
procedures and plans<br />
Reproducti<strong>on</strong> of positi<strong>on</strong> managers<br />
al<strong>on</strong>gside collective and distributive<br />
agency<br />
Acceptance: nothing menti<strong>on</strong>ed about<br />
Current topics<br />
Power-coercive change leadership<br />
strategy (Szabla, 2007); Prescriptive<br />
(Mintzberg et al., 1998); Spiritual (Suominen,<br />
2009)<br />
Anglo-Sax<strong>on</strong> style of management (Loo<br />
et al., 2007; Weggeman, 2003); Powercoercive<br />
change leadership strategy<br />
(Szabla, 2007); Prescriptive (Mintzberg et<br />
al., 1998); Militaristic (Suominen, 2009)<br />
Anglo-Sax<strong>on</strong> style of management (Loo<br />
et al., 2007; Vijverberg and Opdenakker,<br />
2013; Weggeman, 2003); Rati<strong>on</strong>al-empirical<br />
change leadership strategy (Szabla,<br />
2007); Strategy maps (Kaplan and Nort<strong>on</strong>,<br />
2004); Planned change (Cozijnsen, 2004);<br />
Prescriptive (Mintzberg et al., 1998);<br />
Mechanistic (Suominen, 2009)<br />
Current topics<br />
Un- and re-learning (Homan, 2005);<br />
Deregulati<strong>on</strong> dominant language games<br />
(Feltman et al., 2010); No management of<br />
professi<strong>on</strong>als (Weggeman, 2007); Know<br />
thy self (Es, 2009); Sparkling entrepreneurship<br />
(Zevenbergen, 2006); Descriptive<br />
(Mintzberg et al., 1998); Humanistic<br />
(Suominen, 2009), (Torbert, 2004)<br />
Normative-reeducative change leadership<br />
strategy (Szabla, 2007); Rhineland style of<br />
management (Loo et al., 2007; Weggeman,<br />
2003); Co-creati<strong>on</strong> (Wierdsma,<br />
2005); Socratic c<strong>on</strong>versati<strong>on</strong> (Kessels et<br />
al., 2007); Descriptive (Mintzberg et al.,<br />
1998); Humanistic (Suominen, 2009)<br />
Un- and re-learning (Homan, 2005);<br />
Rhineland style of management (Loo et<br />
al., 2007; Weggeman, 2003); Distributed<br />
or shared leadership (Dijkstra and Feld,<br />
2012; Kessels, 2012); Descriptive (Mintzberg<br />
et al., 1998); Pragmatic (Suominen,<br />
2009)