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Business remodelling: how civil society organizations use mise-en-sens tactics to shape companies strategy?

Author

Listed:
  • Raphaël Maucuer

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

  • Lionel Garreau

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

Abstract

This paper examines the discursive mise-en-sens (Corvellec & Risberg, 2007) micro-practices civil society organizations (CSOs) use to influence strategic development of companies. We draw on a Strategy-as-Practice (S-as-P) perspective (Jarzabkowski, 2005; Jarzabkowski, Balogun, & Seidl, 2007; Whittington, 1996; 2006; Whittington, Molloy, Mayer, & Smith, 2006) in order to understand how CSOs develop practices that lead to companies BM evolution. The S-as-P perspective can be used through to various theory basements (Golsorkhi, Rouleau, Seidl, & Vaara, 2010). We draw on the narrative perspective of S-as-P (Fenton & Langley, 2011) in order to explore how CSOs influence, through discourse, the strategic trajectory of companies. We draw on Corvellec & Risberg's (2007) concept of mise-en-sens as it encompasses not only the giving of a pre-conceived sense but how people influence and shape understandings of a situation.

Suggested Citation

  • Raphaël Maucuer & Lionel Garreau, 2012. "Business remodelling: how civil society organizations use mise-en-sens tactics to shape companies strategy?," Post-Print halshs-00710981, HAL.
    • Handle: RePEc:hal:journl:halshs-00710981
    as

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