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Performativity as ongoing journeys: Implications for strategy, entrepreneurship, and innovation
Journal article   Peer reviewed

Performativity as ongoing journeys: Implications for strategy, entrepreneurship, and innovation

Raghu Garud, Joel Gehman and Thinley Tharchen
Long Range Planning, Vol.51(3), pp.500-509
01/06/2018

Abstract

Performativity Business models Opportunities Process entrepreneurship Innovation
For the most part, strategy, entrepreneurship, and innovation have been researched and practiced from a representational position. In this paper, we make a case for taking a performative turn. Strategists, entrepreneurs, and intrapreneurs are embedded-embodied actors who engage in material-discursive practices in their attempts at constituting phenomena. Overflows, which are inevitable given dispersion of agency, give rise to matters of concern for multiple stakeholder groups. Settlements between stakeholders are temporary, as phenomena will be de-constituted when constitutive arrangements change. Consequently, the projects and initiatives that strategists, entrepreneurs, and intrapreneurs undertake are best seen as ongoing journeys.
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Collaboration types
Domestic collaboration
International collaboration
Citation topics
6 Social Sciences
6.3 Management
6.3.343 Organizational Theory
Web of Science research areas
Business
Development Studies
Management
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