By Julie Froud
I was fairly skeptical, till I attended to Karel lectures at MBS...now i'm totally skeptical!
Narrative and numbers no longer continually cross hand by means of hand within the company World...did they ever went? Performative...nice [new] word...at the tip all of us desire a stable tale to think in, do not we?!
Be cautious ahead of examining this publication as it's possible you'll locate the real and it may well now not be what you expected.
Thanks Karel, I deeply loved your lectures.
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Extra resources for Financialization and Strategy: Narrative and Numbers
In some ways, this makes strategy all the more interesting because here is a discourse that must struggle to secure suspension of critical disbelief. How can such a discourse continue to operate through institutions such as academic strategy journals and conferences or consultancy reports that presuppose a space for debate and dispute around shared assumptions and concerns? The answer is that the discourse is stabilized for the academic and business communities of strategists by two intellectual devices: the first device is a heavy framing of the basic problem definition which most or all strategists share; and the second device is a form of argument that makes limited use of empirical evidence, mainly to confirm prior identifications.
In this book, we aim to redress this imbalance by focusing on the relation between firm and capital market, but first we must in the next chapter consider classical strategy and its enduring commitment to the firm in product-market definition. 20 Chapter 2 Giant firms and classical strategy The established social-science discourses are generally associated with a founding doxa; thus, mainstream economics believes in the market as an allocating mechanism, just as classical sociology believes that stratification can be read off the division of labour.
If we invoke Althusser, we must recognize the great French tradition of history of science from Bachelard (1940) and Canguilhem (1966) onwards which, via figures like Latour and Woolgar (1979) or Callon et al. (1986), has now been anglicized by Law (2002), so that we now speak of a discourse called ‘Science, Technology and Society’. We plan something rather different because the aim is not simply to observe classical strategy but to try to change concepts and methods, partly through the long historical cases on Glaxo, Ford and GE which demonstrate a different way of doing ‘strategy’.