Rumbling on performativity_Frits Simon

Table 2: Different discourses regarding participation in strategy development
Impeding
participation
Mystification
Disciplining
Technologization
Promoting
participation
Self-
Actualization
Dialogization
Concretization
156
Characteristics
Strategy as a grand vision (secretively)
defined by top management
Implementation by cascading and
compliance
Reproduction of power position top
management and of nonparticipation
of organization members
Acceptance coupled with cynicism and
sarcasm
Strategy as a military or educational task
of top and middle management
Implementation by rules, procedures,
punishment and internalization of roles
Reproduction of power position management
and of nonparticipation of
organization members
Acceptance coupled with frustration and
paranoid feelings
Strategy as given and controlled by top
management
Implementation by systems to specify
and measurement of performances
Reproduction of power position management
and of nonparticipation of
organization members
Acceptance coupled with feelings of
alienation
Characteristics
Strategy as a collective search or journey
for meaning
Implementation by in-depth reflection
and participation (identification)
Reproduction of open expert culture
Acceptance: nothing mentioned about
Strategy as a dialectic or dialogue of
top-down and bottom up
Implementation by guidelines and action
plans
Reproduction of position management
and expertise organization members
Acceptance: nothing mentioned about
Strategy as a cooperative effort of
management, organization members
and stakeholders
Implementation by ongoing construction
procedures and plans
Reproduction of position managers
alongside collective and distributive
agency
Acceptance: nothing mentioned about
Current topics
Power-coercive change leadership
strategy (Szabla, 2007); Prescriptive
(Mintzberg et al., 1998); Spiritual (Suominen,
2009)
Anglo-Saxon style of management (Loo
et al., 2007; Weggeman, 2003); Powercoercive
change leadership strategy
(Szabla, 2007); Prescriptive (Mintzberg et
al., 1998); Militaristic (Suominen, 2009)
Anglo-Saxon style of management (Loo
et al., 2007; Vijverberg and Opdenakker,
2013; Weggeman, 2003); Rational-empirical
change leadership strategy (Szabla,
2007); Strategy maps (Kaplan and Norton,
2004); Planned change (Cozijnsen, 2004);
Prescriptive (Mintzberg et al., 1998);
Mechanistic (Suominen, 2009)
Current topics
Un- and re-learning (Homan, 2005);
Deregulation dominant language games
(Feltman et al., 2010); No management of
professionals (Weggeman, 2007); Know
thy self (Es, 2009); Sparkling entrepreneurship
(Zevenbergen, 2006); Descriptive
(Mintzberg et al., 1998); Humanistic
(Suominen, 2009), (Torbert, 2004)
Normative-reeducative change leadership
strategy (Szabla, 2007); Rhineland style of
management (Loo et al., 2007; Weggeman,
2003); Co-creation (Wierdsma,
2005); Socratic conversation (Kessels et
al., 2007); Descriptive (Mintzberg et al.,
1998); Humanistic (Suominen, 2009)
Un- and re-learning (Homan, 2005);
Rhineland style of management (Loo et
al., 2007; Weggeman, 2003); Distributed
or shared leadership (Dijkstra and Feld,
2012; Kessels, 2012); Descriptive (Mintzberg
et al., 1998); Pragmatic (Suominen,
2009)