Options
Claus Jacobs
Former Member
Title
Prof. Ph.D.
Last Name
Jacobs
First name
Claus
Now showing
1 - 8 of 8
-
PublicationSerious Play as a Practice of ParadoxA recent stream of organizational research has used the term serious play to describe situations in which people engage in playful behaviors deliberately with the intention to achieve serious, work-related objectives. In this article, the authors reflect on the ambiguity of this term, and reframe serious play as a practice characterized by the paradox of intentionality (when actors engage deliberately in a fun, intrinsically motivating activity as a means to achieve a serious, extrinsically motivated work objective). This reframing not only extends the explanatory power of the concept of serious play but also helps bridge the concerns of scholars and practitioners: first, by enabling us to understand a variety of activities in organizations as serious play, which can help practitioners address specific organizational challenges; second, by recognizing the potential for emergent serious play, and the creation of the conditions to foster this emergence; third, by pointing toward specific, individual or group-level outcomes associated with the practice; and finally, by uncovering its ethical dimensions and encouraging the understanding of the role of serious play on ethical decision making.Type: journal articleJournal: Journal of Applied Behavioral ScienceVolume: 47Issue: 2
Scopus© Citations 79 -
PublicationPerforming strategy: analogical reasoning as strategic practiceThe concept of analogical reasoning refers to the successful transfer of structural similarities from a source to a target domain of knowledge. Organizational research focused exclusively on the cognitive aspects of analogical reasoning remains limited however in its capacity to describe the function and effects of analogical reasoning within the organizational contexts where it occurs. This paper extends existing theory of analogical reasoning by drawing on the concept of practice as it has been developed by strategy-as-practice researchers. In particular, we suggest that in addition to cognition, analogical reasoning involves social structuration and embodied performance. By re-framing analogical reasoning as a strategic practice, we provide the emerging field of strategy-as-practice research with a new analytical lens through which to view the micro-level activities associated with strategizing. The paper includes an empirical case to illustrate the theory, and it closes with a discussion of implications for future strategy-as-practice theory and research.Type: journal articleJournal: Scandinavian Journal of ManagementVolume: 24Issue: 2
-
PublicationToward a Technology of FoolishnessScenario planning has been advocated as a means for strategists to shift their mental models on strategic phenomena. While the process itself has traditionally involved the rational analysis of coherent narratives about a firm and its environmental context, there have been recent calls to consider scenario-development approaches that involve more creativity and intuition. In response to this debate, we recall March's distinction between the "technology of reason" and the "technology of foolishness" and pursue his suggestion to conceive of play as an archetype of foolishness. We then consider recent organizational and strategy research that develops the concept of serious play, and we explore the normative implications of this concept for scenario planning in practice. Finally, we present and discuss an empirical illustration of a strategy workshop involving serious play in a large European telecommunications service provider.Type: journal articleJournal: International Studies of Management and OrganizationVolume: 36Issue: 3
-
PublicationPerforming strategy - Analogical reasoning as strategic practiceAnalogical reasoning refers to the successful transfer of structural similarities from a source to a target domain. In strategic management research, this concept has materialized in approaches such as strategic mapping. Yet, the concept and its application seem to have emphasized primarily the cognitive aspects of analogical reasoning. Bourdieu's concept of practice allows us to explore analogical reasoning in a more integral manner, i.e., by presenting embodied aspects of analogical reasoning as complementary to the cognitive aspects, and equally relevant for strategic organizational development processes. Thus, we conceptualize analogical reasoning as a practice of strategy and illustrate this concept with an empirical case.Type: journal articleJournal: Academy of Management Best Paper ProceedingsIssue: 2006
-
PublicationAnalogical Reasoning as Strategic Practice( 2004-07-01)
-
PublicationActive Responsiveness through Adaptive Play: Casting New Light on Strategy Genesis( 2003-05-25)
-
-