The Layered Materiality of Strategizing: Epistemic Objects and the Interplay between Material Artefacts in the Exploration of Strategic Topics

Abstract

In this paper we examine the role of different material artefacts in the exploration of novel strategic topics. We conceptualize strategic topics as epistemic objects that become instantiated in multiple material artefacts, i.e. partial objects, which not only represent the epistemic object but also energize and direct the exploration process. Based on a longitudinal case study of a company that (in collaboration with other companies) explored the strategic topic of 'flexible production', we develop a new typology of material artefacts in terms of their relation to the strategic topic. We describe the layered nature of materiality, differentiating between different types of objectual and non-objectual material artefacts, and show how their interplay shapes the dynamics of the strategizing process. In particular, we explain how the constellation of material artefacts can lead to a shift of the strategic topic itself. We offer a conceptual model that captures the mechanisms in the dynamic interplay of different types of material artefacts and their effect on the process of exploration.

The power of PowerPoint: A visual perspective on meaning making in strategy

“…In line with a growing body of work, we define the strategy process as a materially mediated stream of activities in which strategists accomplish tasks using materials (Dameron et al, 2015), such as PowerPoint slides (Kaplan, 2011), toys (Heracleous & Jacobs, 2008), plans (Giraudeau, 2008;Spee & Jarzabkowski, 2011), popular strategic tools (Wright, Paroutis, & Blettner, 2013), and whiteboard presentations (Werle & Seidl, 2015). Even though strategists engage primarily in visual activities when using these materials, strategy researchers who have investigated materiality have focused mainly on what actors say (Balogun, Jacobs, Jarzabkowski, Mantere, & Vaara, 2014), and paid relatively scant attention to what actors create, see, draw, or display (Meyer et al, 2013).…”

“…First, while strategy researchers have examined visual interactions among multiple actors, the focus typically has been on small segments of the strategy process, such as a single workshop (Paroutis et al, 2015) or a particular point in time (Heracleous & Jacobs, 2008;Wenzel & Koch, 2018). In the context of wider organizational strategy processes, however, meaning making unfolds over multilevel conversations and repeated interactions with visuals (Werle & Seidl, 2015); we still know relatively little about how this process is constituted and the diversions it takes. Second, strategy scholars have yet to explore how inconsistencies or discrepancies between what is shown and what is said might influence subsequent strategic actions.…”

“…Second, strategy scholars have yet to explore how inconsistencies or discrepancies between what is shown and what is said might influence subsequent strategic actions. Unlocking this puzzle is important, because it could explain how participants shift their interpretations of a strategy from one moment to the next (Mantere, 2013).Strategy scholars have generally assumed a relatively close relationship between form and function-that is, between what strategy materials display and their impact on the strategy process (Kaplan, 2011;Werle & Seidl, 2015). However, some studies imply that this relationship may be more complex than previously assumed.…”

“…Strategy scholars have generally assumed a relatively close relationship between form and function-that is, between what strategy materials display and their impact on the strategy process (Kaplan, 2011;Werle & Seidl, 2015). However, some studies imply that this relationship may be more complex than previously assumed.…”

The Light and Dark Side of The Black Box: Sensor-Based Technology in the Automotive Industry

“…Knorr-Cetina (2001) provides an example where epistemic objects lead to a dissociation between subject and object. When we drive a car, we pay attention to the road, traffic, signs, and so on, but the car becomes "invisible" (Werle & Seidl, 2015). PAYD systems can become invisible as well, which poses relevant questions regarding the extent to which informed control engenders shifts toward semi-or uninformed control.…”