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The Deconstruction of Strategic Realities

Abstract

To facilitate orientation, recall our main way of argumentation up to this point. Chapter three argued that strategy scholars are skilled in creating oppositions that govern the field in an almost unnoticed way and thus led to the establishment of dominant logics. Oppositions exist because many widely used strategic realities look for ‘origins’ (e.g., a formulated strategy in strategy process research). Yet ‘origins’ cannot be fully justified; any attempt to rationalize the purity of an ‘origin’ results in paradox. Hence, oppositions prevent the discussion of paradoxes that are unavoidably present and in consequence lead to dominant logics. Based on these insights, chapter four introduced deconstruction as a kind of metascience that challenges and surpasses the metaphysics of logocentric systems, i.e. strategic realities that in our case form ‘the text’ to be deconstructed. This text imposes an order on reality by which a subtle repression is exercised. By dismantling strategy’s logocentric oppositions, deconstruction uncovers the paradoxes that occur once a metaphysics of presence is left behind. Chapter five argued that to merely uncover paradoxes is not enough; any exposure of the impossibility that paradox brings about needs to be supplemented by remarks on deparadoxification. Paradoxes only represent necessary limits to our knowledge about strategic management, but we should not conclude the impossibility of strategic management. We concluded that this chapter’s subject (i.e. ‘The Deconstruction of Strategic Realities’) must show that strategic realities are created because of and despite paradox.

Keywords

Strategy Scholar Strategic Management Strategy Process Strategic Decision Blind Spot 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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References

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    Speaking with Aristotle (1962), we can be even more precise: the filling of strategic rules and resources is not only a matter of praxis but peoples’ practical wisdom (phronésis) within this praxis. Practical wisdom is about knowing what is good for humans in general and competently applying this knowledge to particular circumstances (Oliver et al. 2005; Tsoukas and Cummings 1997: 665). In terms of strategy, phronésis implies that it is not enough to know about strategic rules and resources, but to have the ability to put them into practice in concrete situations. Phronetic strategizing highlights case-based knowledge and practical rationality, leading to a concern with fine-grained contextual factors that occur in situ (Wilson and Jarzabkowski 2004: 16). We find a similar treatment of practical wisdom in Kant’s Critique of Judgment, where Kant refers to the power of judgment (Urteilskraft) as “not merely the capacity to subsume the particular among the general (whose idea is given), but also in reverse, to find for the particular the belonging generality.” (Kant 1996: 22, translation A.R.)Google Scholar

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