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Taking Strategy Seriously
Responsibility and Reform for an Important Social Practice
Richard Whittington
Saïd Business School, University of Oxford
Paula Jarzabkowski
Aston University
Michael Mayer
University of Edinburgh
ElÉonore Mounoud
École Centrale Paris
Janine Nahapiet
Templeton College, University of Oxford
Linda Rouleau
HEC Montréal
Strategy is a pervasive and consequential practice in mostWestern societies. We respond to strategy’s importance by drawing an initial map of strategy as an organizational field that embraces not just firms, but consultancies, business schools, the state and financial institutions. Using the example of Enron, we show how the strategy field is prone to manipulations in which other actors in the field can easily become entrapped, with grave consequences. Given these consequences, we argue that it is time to take strategy seriously in three senses: undertaking systematic research on the field itself; developing appropriate responses to recent failures in the field; and building more heedful interrelationships between actors within the field, particularly between business schools and practitioners.
Key Words: strategy discourse • Enron • social responsibility • organizational field
Journal of Management Inquiry, Vol. 12, No. 4,
396-409 (2003)
DOI: 10.1177/1056492603258968
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