Re-framing strategy: Power, politics and accounting

Carter, C; Clegg, S; Kornberger, M

Re-framing strategy: Power, politics and accounting

Carter, C Clegg, S

Kornberger, M

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Publication Type:: Journal Article
Citation:: Accounting, Auditing & Accountability Journal, 2010, 23 (5), pp. 573 - 594
Issue Date:: 2010-06-22

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Field	Value	Language
dc.contributor.author	Carter, C	en_US
dc.contributor.author	Clegg, S https://orcid.org/0000-0001-6083-4283	en_US
dc.contributor.author	Kornberger, M	en_US
dc.date.issued	2010-06-22	en_US
dc.identifier.citation	Accounting, Auditing & Accountability Journal, 2010, 23 (5), pp. 573 - 594	en_US
dc.identifier.issn	0951-3574	en_US
dc.identifier.uri	http://hdl.handle.net/10453/15887
dc.description.abstract	Purpose – This paper aims to analyse the rise and institutionalization of the discourse of strategic management. It seeks to advance an agenda for studying strategy from a sociologically informed perspective. Moreover, it aims to make a case for a critically informed, interdisciplinary approach to studying strategy. Design/methodology/approach – The paper provides an overview to studying strategy critically. It is a theoretically informed paper. Findings – The findings can be summarised as: first, strategy emerged as a major discipline in the 1970s; second, as a body of knowledge strategy has remained close to its industrial economics origins; and third, an agenda for the sociological study of strategy revolving around concerns of performativity and power is outlined. Originality/value – The paper offers a sociologically informed account of strategy. © 2010, Emerald Group Publishing Limited	en_US
dc.relation.ispartof	Accounting, Auditing & Accountability Journal	en_US
dc.relation.isbasedon	10.1108/09513571011054891	en_US
dc.subject.classification	Accounting	en_US
dc.title	Re-framing strategy: Power, politics and accounting	en_US
dc.type	Journal Article
utslib.citation.volume	5	en_US
utslib.citation.volume	23	en_US
utslib.for	1501 Accounting, Auditing and Accountability	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	5	en_US
pubs.publication-status	Published	en_US
pubs.volume	23	en_US

Abstract:

Purpose – This paper aims to analyse the rise and institutionalization of the discourse of strategic management. It seeks to advance an agenda for studying strategy from a sociologically informed perspective. Moreover, it aims to make a case for a critically informed, interdisciplinary approach to studying strategy. Design/methodology/approach – The paper provides an overview to studying strategy critically. It is a theoretically informed paper. Findings – The findings can be summarised as: first, strategy emerged as a major discipline in the 1970s; second, as a body of knowledge strategy has remained close to its industrial economics origins; and third, an agenda for the sociological study of strategy revolving around concerns of performativity and power is outlined. Originality/value – The paper offers a sociologically informed account of strategy. © 2010, Emerald Group Publishing Limited

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http://hdl.handle.net/10453/15887