Strategy Tools as Symbolic Objects in Managerial Language by Dragan Djurić
By Dragan Djurić
Dragan Djurić appears to be like at procedure instruments from a process-ontological worldview as proposed through the method association reports discourse. construction on Wittgenstein’s later philosophy he knows technological know-how and administration as language video games thereby constructing a view of process instruments as gadgets with either an ontological and a symbolic functionality. this attitude is contrasted with the conventional knowing of approach instruments as ‘technologies of rationality’ in addition to with the practice-based view of procedure instruments as ‘boundary objects’.
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Von Glasersfeld (1992b), p. 18. Cf. also von Foerster’s (1992) distinction between an ‘outside’ and an ‘inside’ world (p. 53) and Watzlawick’s (1992) distinction between first and second order reality (p. 92). Von Glasersfeld (1992b) notes that we only make sense of differences but not of things as such (p. 21). Schmidt (1991a), p. 74; von Foerster (1991), p. 155; von Glasersfeld (1991c), p. 433; von Glasersfeld (1992b), pp. 11, 33f. Köck (1991), p. 353; Watzlawick (1976), p. 7. Communication is thus not, in a denotative sense, understood as ‘information’ or equated with ‘knowledge’ as von Glasersfeld (1992b), p.
Cf. also, for example, the discussion in Reiter (2007) (citation found in Rustemeyer and Buchmann, 2010, p. 166, footnote 1) on the currently popular phenomenon in OMT called ‘work life balance’ and its wide variety of different definitions (cf. , 2010, p. 68f. as well as Schobert, 2007, p. ). 2 Strategy Content vs. Strategy Process The most intuitive and at the same time most basic idea of process in organization studies 65 and strategy research has built on the traditional distinction between strategy content and strategy process research.
Langley (2009), p. 410. Cf. also Bakken and Hernes (2006), p. 1600 and, for a more detailed elaboration, van de Ven and Poole (2005) and the reference to the strong process view made by Dibben (2008), p. 128. See also the similar distinction between distal and proximal thinking as advocated by Cooper (1992). Cf. in this context also Dibben and Munro (2003) on business process re-engineering and the mainstream process understanding in management writings (p. 185). 3. 76 Van de Ven and Poole (2005) cite the 2004 Call for Papers for the First Organization Studies Summer Workshop published by Chia and Langley (2004): “The ‘weak’ view treats processes as important but ultimately reducible to the action of things, while the ‘strong’ view deems actions and things to be instantiations of process-complexes.