Re‐framing strategy: power, politics and accounting

Chris Carter, Stewart Clegg and Martin Kornberger

Accounting, Auditing & Accountability Journal, 2010, vol. 23, issue 5, 573-594

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.

Keywords: Management strategy; Accounting; Management power; Performativity; Politics (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (16)

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Persistent link: https://EconPapers.repec.org/RePEc:eme:aaajpp:v:23:y:2010:i:5:p:573-594

DOI: 10.1108/09513571011054891

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