Neither completing the practice turn, nor enriching the process tradition: Secondary misinterpretations of a case analysis reconsidered

Research output: Contribution to journalComment/debate

Abstract

In an attempt to display the power of his meta-theoretical framework to fill in key gaps in 'the practice turn in strategy research', Whittington (2006) drew upon our previously published case study account of a failed strategy process workshop (Hodgkinson and Wright 2002), arguing that as strategy practitioners we were inept in our praxis, seeking to apply practices that were ill-suited to the organizational context in which we were operating. In response, we demonstrate that his analysis is based on a series of misconceptions and unwarranted inferences. Providing additional background information, we clarify our involvement and reinforce our original interpretation of the case.

Bibliographical metadata

Original languageEnglish
Pages (from-to)1895-1901
Number of pages7
JournalOrganization Studies
Volume27
Issue number12
DOIs
Publication statusPublished - Dec 2006