This book argues strategy is the process by which an organization understands and declares itself. To bring this about exponents of strategic inquiry attempt to gather knowledge about the conditions in which any organization is being organized: emerging markets, restless geo-political environments, networks of technological ordering, populations and skill sets, and the like. The upshot of such inquiry is a succession of images by which an organization attains distinction as a unity, or 'self'.
Using work from literature, art and philosophy Robin Holt explores what it means to know and declare a 'self'. In assuming this to be a project of knowledge, Holt argues strategic inquiry has become a powerful but limiting organizational force whose exponents attempt to procure more accurate, timely, and more complex information to build better impressions of the world and their place within it. Where this fails, they either compensate by advocating and instilling some form of visionary image of the organization, or they resort to assertions of competitive brute will. Either way there are risks. With vision comes the risk of collective thoughtlessness, and with brute will and kind of Hobbesian state of nature.
The book argues judgment offers another way of responding to the failures of knowledge. One that takes the skeptical challenge seriously, but which does not concede to dogmatic vision or to self-interested assertions of will. Tracing a narrative through the ideas of David Hume, Immanuel Kant, Adam Smith, William Shakespeare, William Hazlitt, Hannah Arendt, Stanley Cavell, Harold Pinter, Virginia Woolf, and others, Holt suggests much might be gained from associating strategic inquiry with a form of critical or poetic spectating. It is by having this un-homely sense of 'being besides' oneself that an organization can best appreciate what it is to understand and declare what it is and might become.
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Robin Holt has enjoyed a serpentine academic career and is currently Professor at the Department of Management, Politics and Philosophy, Copenhagen Business School, Denmark and visiting Professor at Nottingham Business School, NTU, UK. He has worked on questions of value and evaluation in the fields of politics, philosophy and organization and management studies, and was, from 2013-2017, editor of the journal Organization Studies.
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Hardcover. Condition: new. Hardcover. Holt argues strategy is the process by which an organization presents itself to itself and others. To bring this about exponents of strategic inquiry attempt t gather knowledge about the conditions in which any organization is being organized: emerging markets, restless geo-political environments, networks of technological ordering, populations with differing skill sets, and the like. The upshot of such inquiry is a succession of images by which an organizationattains distinction as a unity, or 'self'. Using work from literature, art, and philosophy, Holt explores what it means to present such an organizational 'self'. In strategypractice, he identifies three related forms of presentation. First comes strategy as a project of representational knowledge. Here strategists generate accurate, timely, and complex information to build successive images of the organization and its place in the world. Though pervasive and persistent, these overtly technical images remain subject to the basic skeptical challenge that things could be otherwise. In response, come the second and third forms of self presentation: the creation ofvisionary images, or assertions of competitive brute will. Here too come problems. With vision comes the risk of collective thoughtlessness, and with brute will a one dimensional condition of aquisitivecompetition. Holt suggests judgment offers another way of responding to the skeptics' challenge. Tracing a narrative through the ideas of David Hume, Immanuel Kant, Adam Smith, William Shakespeare, William Hazlitt, Hannah Arendt, Stanley Cavell, Harold Pinter, Virginia Woolf, Martha Nussbaum and others, Holt finds much might be gained from associating strategic inquiry with a form of critical or poetic spectating. It is, he argues, by having this un-homely sense of'being besides' oneself that an organization can best present itself to itself and others. This book re-orients our thinking about strategy away from its being a mode of control and towards its being one of self awareness. The author defines strategic inquiry as the undertaking of successive attempts to present an organization to itself and others. This, the book argues, is an activity of judgment, not decision. Shipping may be from multiple locations in the US or from the UK, depending on stock availability. Seller Inventory # 9780199671458
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