Framing the Zone: Political Executives Engaging in a Narrative-Framing Contest During Strategic Decision-making

Merkus, Sander; Heer, Jaap de; Veenswijk, Marcel

doi:10.1080/02697459.2014.976999

Cited by 13 publications

(8 citation statements)

References 28 publications

(22 reference statements)

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“…Although Austin specifically focuses on the practice of speech, organization scholars inspired by his ideas focus on any kind of practice that actualizes abstractions (Merkus, De Heer & Veenswijk, 2014a, 2014bCabantous et al, 2010;Callon, 2010;D'Adderio & Pollock, 2014;Ferraro, Pfeffer, & Sutton, 2005;Gond et al, 2015;Kornberger & Clegg, 2011;Sage, Dainty, & Brookes, 2013;Venter et al, 2014). A review of performativity studies shows that different kinds of ideational abstractions can be enacted, such as policy initiatives (Beunen, Van Assche, & Duineveld, 2013) or financial models (Svetlova, 2012).…”

Section: Performativity: Reshaping Organizational Realitymentioning

confidence: 99%

Strategy Implementation as Performative Practice: Reshaping Organization into Alignment with Strategy

Merkus

Willems

Veenswijk

2019

Organization Management Journal

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Much of the existing scholarly work on strategy implementation focuses on factors that either catalyze or obstruct the infusion of strategy into the organization. While this renders valuable knowledge about factors enabling or frustrating implementation, the actual process of strategy implementation is treated as a black box and as a step in the strategy model which is not further explained. To understand this process, this conceptual paper draws from performativity literature in which a strategy is conceptualized as a performative device. This means that a strategy triggers practices which reshape the organization so that the strategy is actualized in the organization. Specifically, we explain the idea of routinization as an instrument for enacting strategy into the organization by means of organizational routines. An illustrative empirical vignette is used to exemplify our conceptual point. Our study contributes to strategy implementation literature by introducing an alternative though complementary lens for studying strategy implementation and offers inspiration for strategy practitioners who aim to develop new implementation strategies.

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Section: Performativity: Reshaping Organizational Realitymentioning

confidence: 99%

Strategy Implementation as Performative Practice: Reshaping Organization into Alignment with Strategy

Merkus

Willems

Veenswijk

2019

Organization Management Journal

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“…The meaning of performativity is connected with the ‘power of stories’ (Merkus et al., 2014b; Van Assche et al., 2014a, 2014b; Warner and van Buuren, 2011), which is actually the power to influence reality by influencing the practices of relevant actors. In this view, being performative means being consequential (Alvesson and Spicer, 2012; Czarniawska, 2011; Spicer et al., 2009).…”

Section: The Concept Of Performativity In Planning and Public Adminismentioning

confidence: 99%

Turning New Public Management theory into reality: Performative struggle during a large scale planning process

Merkus¹,

Veenswijk²

2017

Environment and Planning C: Politics and Space

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Within the literature of governance and policy making in the context of planning, the notion of performativity is specifically conceptualized as the self-fulfilling property of performances – such as story-telling – that shape public reality. One specific stream of performativity researchers – dominant in the realm of organization studies – focuses on the enactment of academic theory into reality. We contribute to this idea of bringing theory into being by conceptualizing purposive performative agents who strive to enact a specific theory in reality. Our paper demonstrates through which mechanisms the theory of New Public Management has shaped the reality of public governance at the will of one powerful performative agent. Using a perspective based on performative struggle, our interpretative case study – focused on a large policy process – exhibits how New Public Management doctrine gains influence at the expense of other public management theories. In conclusion, we claim that our findings offer a potential perspective for understanding through which dynamics certain agents aim to shape the public realm in alignment with their preferred theoretical propositions.

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“…This process is more effective when it is based on existing local narratives (Jensen, 2007;Sandercock, 2003;Van Assche et al, 2016). Academic interest in the role of narratives in planning has increased in recent years, with planning itself often seen as a form of storytelling (Ameel, 2017;Merkus, de Heer, & Veenswijk, 2014;Throgmorton, 1996). In planning, a variety of narratives occur: those narrated by planners to the public, and those narrated by others (e.g.…”

Section: Introductionmentioning

confidence: 99%

Linking spatial planning and place branding strategies through cultural narratives in places

Grenni

Horlings

Soini

2019

European Planning Studies

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Place branding refers to the creation of value in space by reinforcing and representing place assets in a cohesive manner, as a narrative image of the place itself. Such narratives of place are important in planning as well, when developing (strategic) spatial strategies. We argue that place branding and planning can be bridged, through cultural narratives built on local knowledge and the perceived meanings and images of place. However, there is a knowledge gap on how to build cultural narratives in multistakeholder processes. While participatory planning methods are increasingly applied, we argue for a greater role of art and artsbased methods. Accordingly, our key question is, how can artsbased methods support the creation of cultural narratives for place branding and planning? To address this question, we outline an approach based on the principles of Appreciative Inquiry. The approach is illustrated through a case study in Finland where we initiated a process of co-creation of place-based narratives. We analyse how the process was organized and facilitated, and what the challenges and lessons learnt were. The paper ends with a discussion, and draws conclusions on the relevance of arts-based methods for the wider debate on place branding and spatial planning.

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Framing the Zone: Political Executives Engaging in a Narrative-Framing Contest During Strategic Decision-making

Cited by 13 publications

References 28 publications

Strategy Implementation as Performative Practice: Reshaping Organization into Alignment with Strategy

Strategy Implementation as Performative Practice: Reshaping Organization into Alignment with Strategy

Turning New Public Management theory into reality: Performative struggle during a large scale planning process

Linking spatial planning and place branding strategies through cultural narratives in places

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