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Johannes Rüegg-Stürm
Title
Prof. Dr.
Last Name
Rüegg-Stürm
First name
Johannes
Email
johannes.rueegg@unisg.ch
Phone
+41 71 224 2323
Homepage
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1 - 10 of 100
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PublicationManagement-Modelle zur Gestaltung von Patientensicherheit(De Gruyter, 2022)
;Gausmann, Peter ;Henninger, MichaelKoppenberg, JoachimType: book sectionVolume: 2. überarbeitete und ergänzte Auflage -
PublicationConstructivist paradigms: implications for strategy-as-practice research(Cambridge University Press, 2015-10)
;Vonarx, Widar ;Golsorkhi, Damon ;Rouleau, Linda ;Seidl, DavidVaara, EeroThe practice turn in strategy research (Johnson, Melin and Whittington 2003; Johnson et al. 2007; Golsorkhi et al. 2010; Vaara and Whittington 2012) implies an explicit reconsideration of paradigmatic premises (Tsoukas and Knudsen 2002; Feldman and Orlikowski 2011; Vaara and Whittington 2012). The strategy-as-practice research programme challenges concepts of strategy that have long been taken for granted, uncovering the complexities of the ‘social fabric’ of strategy-making (Latour 1996). Furthermore, it undermines the apparently self-evident premises of strategy research and its relation to strategy-making by referring to various constructivist perspectives, theories and methodologies. Looking at the main contributions to strategy-as-practice research of the last few years, a handful of patterns seem dominant. One can distinguish between three dimensions (Johnson et al. 2007; Orlikowski in this volume). On an empirical level (‘phenomenon’), strategy-making is seen as involving multiple construction processes and activities and multiple actors inside and outside the organization, distributed across multiple organizational layers (Johnson, Melin and Whittington 2003; Jarzabkowski and Spee 2009). While strategies and strategy processes are traditionally treated as defined entities, the strategy-as-practice research programme emphasizes their constructedness, and thus their heterogeneity, processuality and fragility. On a theoretical level (‘perspectives’), the study of strategy-making requires approaches that provide conceptual cover for this heterogeneous mesh of processes, activities and actors, as well as the fact of their situatedness and embeddedness. It is argued that a focus on the practice of strategy-making therefore implies a discussion of the underlying action theories (Grand and MacLean 2007; Jarzabkowski 2004; Tsoukas and Knudsen 2002) and, specifically, theories of practice (Schatzki, Knorr Cetina and von Savigny 2001). On a philosophical level (‘philosophies’), this emphasis on strategy-making as social practice requires a consideration of scientific research itself from the vantage point of practice (Knorr Cetina 2002; Tsoukas 2005). How do scientific research itself and particular research practices contribute to the construction of the field of strategy, both scientifically and organizationally (Knights and Morgan 1991)?Type: book sectionVolume: 2nd -
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PublicationMultirational Management in Regional Public Transport(Palgrave Macmillan, 2014)Type: book section
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PublicationMultirational Management in Tourism(Palgrave Macmillan, 2014)The management of a tourism management and marketing organisation is multirational since there are always different stakeholders at work. This chapter places an interview with the manager of St.Gallen-Bodensee Tourism at the centre of ist considerations. In addition, the authors present a brief Interpretation against the background of the current debate in the field of tourism sciences.Type: book section
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PublicationMultirational Management in public administrationManagement in public administration is exposed to multiple rationalities per se: the tension alone between the rationality of politics and the rationality of the administration offers latent conflict potential but also development potential. We interview six public managers of a cantonal administration in order to understand how they perceive and deal with multiple rationalities. It appears that a) all interviewees perceive the different natures of the rationalities of politics and the administration, and b) the practices they apply when they deal with multiple rationalities are heterogeneous to a high degree and - so we assume - strongly depend on the public managers' functions and personalities.Type: book section
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PublicationConsequences for Practice and Science(Palgrave Macmillan, 2014)Type: book section
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