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PublikationArtikel (med peer review)

Mangling the process: A meta-theoretical account of process theorizing

Sammanfattning

Process approaches are increasingly applied in qualitative studies in many fields within social sciences. Yet, few studies have seriously elaborated on the ontological premises of process theorizing. This study addresses this void by suggesting a process philosophical framework. The framework is ontologically grounded with the concepts of causality, spatiality, and temporality in process theorizing. We use these tenets for developing three process theorizing techniques – articulating, relating, and conjugating. Articulating denotes to effectively expressing the potential identifying and generative properties of the process. Relating is the technique by which one maintains continuous connections within and between reified properties of a process. Conjugating is the technique by which a process’ identifying and generative properties are pulled together from various temporal and spatial sites in order to form a novel nexus. Each of these techniques builds on process philosophy and process theory and is illustrated through examples from prior process studies.

Demir, R. & Lychnell, L-O. (2015). Mangling the process: A meta-theoretical account of process theorizing. Qualitative Research, 15(1), 85-104. DOI: 10.1177/1468794113517390

Detaljer

Författare
Demir, R. & Lychnell, L-O.
Publiceringsår
2015
Publicerat i

Qualitative Research

Relaterat

  • Docent

    Robert Demir

    robert.demir@ratio.se

Liknande innehåll

Bokkapitel

Strategising Underground

Demir, R., Grossmann-Hensel, B., Jarzabkowski, P., Kratochvil, R., Seidl, D., ...

Publiceringsår

2025

Publicerat i

Edward Elgar Publishing

Sammanfattning

Frontline Strategy Work has recently evolved into an important phenomenon in Strategy-as-Practice (SAP) research, particularly concerning frontline employees (FLEs). FLEs are non-managerial staff with distinct roles, identities, and organisational tasks. They are typically divided into two categories: frontline workers, who handle operational, supplier, and customer-facing roles, and frontline leaders, who oversee teams and report to middle management. Despite lacking managerial privileges, FLEs play a critical role in bridging the organisation and its customers, influencing customer satisfaction and organisational outcomes. Frontline Strategy Work is crucial to understanding how strategy emerges in organisations. SAP scholars have expanded the traditional view of strategising beyond upper management. The focus on Frontline Strategy Work has brought FLEs into strategic analysis, enabling scholars to apply various theoretical lenses.

Bokkapitel

Frontline Strategy Work

Demir, R., Grossmann-Hensel, B., Jarzabkowski, P., Kratochvil, R., Seidl, D., ...

Publiceringsår

2025

Publicerat i

Edward Elgar Publishing.

Sammanfattning

Frontline Strategy Work has recently evolved into an important phenomenon in Strategy-as-Practice (SAP) research, particularly concerning frontline employees (FLEs). FLEs are non-managerial staff with distinct roles, identities, and organisational tasks. They are typically divided into two categories: frontline workers, who handle operational, supplier, and customer-facing roles, and frontline leaders, who oversee teams and report to middle management. Despite lacking managerial privileges, FLEs play a critical role in bridging the organisation and its customers, influencing customer satisfaction and organisational outcomes. Frontline Strategy Work is crucial to understanding how strategy emerges in organisations. SAP scholars have expanded the traditional view of strategising beyond upper management. The focus on Frontline Strategy Work has brought FLEs into strategic analysis, enabling scholars to apply various theoretical lenses.

Bokkapitel

Resourcing

Robert Demir

Publiceringsår

2025

Publicerat i

Encyclopedia of Strategy as Practice.

Sammanfattning

Resourcing is a dynamic, context-dependent process where individuals actively transform potential assets or objects (e.g., PowerPoint, technology) into valuable resources through purposeful actions and interactions. Rather than viewing resources as static entities with fixed properties, resourcing emphasises their mutability and use in practice. In her seminal work, Feldman defined resourcing as “the creation in practice of assets such as people, time, money, knowledge, or skill; and qualities of relationships such as trust, authority, or complementarity such that they enable actors to enact schemas”. This suggests that resourcing is the process through which actors mobilise and transform potential assets into actionable resources within specific organisational contexts. Unlike static views of resources, this perspective views resources as relational and emergent.

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