Abstract
This chapter looks at strategy-making by abandoning the vision of strategy as an end-product and considering that the future is changing along the path from present to future. The attempt to re-conceptualise strategy-making starts from considering modes for complex organisations to develop a strategy by using, producing and appropriating knowledge and practices while composing knowledge and practices in a coherent whole towards the needed change.
In the first part this chapter explores the connection between knowledge and action in strategy-making, recognising that knowledge and action are linked together by a mutual framing dependency. Strategy is seen as a dynamic entity evolving together with the organisational structure and is described as the dynamic product of a bricolage activity: resources for the bricolage are knowledge and practices explored and internalised by the organisation with respect to a needed change within strategic episodes. In the second part, the ‘story of a strategy’ is described and analysed: it refers to the planning experience carried out in Torre Guaceto, a Natural Reserve in southern Italy. Finally the chapter considers the possibility to look at strategic episodes as spaces for the micro-foundation of strategy and opens a small perspective for further research towards other micro-foundational aspects or spaces in strategy-making.
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Acknowledgements
I sincerely thank Adele Celino, my best friend and colleague: this chapter refers to many reflections and ideas developed in our collaborative work. I also thank Valeria Monno who supported the writing of this chapter by offering insightful criticism.
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Concilio, G. (2010). Bricolaging Knowledge and Practices in Spatial Strategy-Making. In: Cerreta, M., Concilio, G., Monno, V. (eds) Making Strategies in Spatial Planning. Urban and Landscape Perspectives, vol 9. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-3106-8_16
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DOI: https://doi.org/10.1007/978-90-481-3106-8_16
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