Coauthoring collaborative strategy when voices are many and authority is ambiguous

Research output: Journal contributionsJournal articlesResearchpeer-review

Standard

Coauthoring collaborative strategy when voices are many and authority is ambiguous. / Nathues, Ellen; Endedijk, Maaike; van Vuuren, Mark.
In: Strategic Organization, Vol. 21, No. 3, 01.08.2023, p. 683-708.

Research output: Journal contributionsJournal articlesResearchpeer-review

Harvard

APA

Vancouver

Nathues E, Endedijk M, van Vuuren M. Coauthoring collaborative strategy when voices are many and authority is ambiguous. Strategic Organization. 2023 Aug 1;21(3):683-708. Epub 2021 Dec 14. doi: 10.1177/14761270211068842

Bibtex

@article{e7f62efd9e87488db0831d4a1a4fb346,
title = "Coauthoring collaborative strategy when voices are many and authority is ambiguous",
abstract = "In interorganizational teams, processes are more complex and structures less clear than in intraorganizational settings. Different perspectives come together and authoritative positions are often ambiguous, which makes establishing what to do problematic. We adopt a ventriloquial analytical lens and pose the question: How exactly do interorganizational team members build a collaborative strategy under these conditions, in their situated interactions? Our findings show how many different voices (individual, organizational, team, and other) shape members{\textquoteright} strategy-making and reveal these voices{\textquoteright} performative authoritative effects: Members established their team{\textquoteright}s strategy and produced the needed authority to do so through three coauthoring practices, namely, the proposition, appropriation, and expropriation of voices. When members switched between the practices and different voices, these voices were either woven together or moved apart. We sketch a conceptualization of strategy as a relational assemblage and develop a process model of strategy-coauthoring to illuminate these dynamics.",
keywords = "authority, CCO, interorganizational collaboration, multi-voicedness, strategy-as-practice, ventriloquism, Management studies",
author = "Ellen Nathues and Maaike Endedijk and {van Vuuren}, Mark",
note = "The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This research was partially funded by the European Funds for Regional Development (EFRO) under project number PROJ-00729. Publisher Copyright: {\textcopyright} The Author(s) 2022.",
year = "2023",
month = aug,
day = "1",
doi = "10.1177/14761270211068842",
language = "English",
volume = "21",
pages = "683--708",
journal = "Strategic Organization",
issn = "1476-1270",
publisher = "SAGE Publications Inc.",
number = "3",

}

RIS

TY - JOUR

T1 - Coauthoring collaborative strategy when voices are many and authority is ambiguous

AU - Nathues, Ellen

AU - Endedijk, Maaike

AU - van Vuuren, Mark

N1 - The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This research was partially funded by the European Funds for Regional Development (EFRO) under project number PROJ-00729. Publisher Copyright: © The Author(s) 2022.

PY - 2023/8/1

Y1 - 2023/8/1

N2 - In interorganizational teams, processes are more complex and structures less clear than in intraorganizational settings. Different perspectives come together and authoritative positions are often ambiguous, which makes establishing what to do problematic. We adopt a ventriloquial analytical lens and pose the question: How exactly do interorganizational team members build a collaborative strategy under these conditions, in their situated interactions? Our findings show how many different voices (individual, organizational, team, and other) shape members’ strategy-making and reveal these voices’ performative authoritative effects: Members established their team’s strategy and produced the needed authority to do so through three coauthoring practices, namely, the proposition, appropriation, and expropriation of voices. When members switched between the practices and different voices, these voices were either woven together or moved apart. We sketch a conceptualization of strategy as a relational assemblage and develop a process model of strategy-coauthoring to illuminate these dynamics.

AB - In interorganizational teams, processes are more complex and structures less clear than in intraorganizational settings. Different perspectives come together and authoritative positions are often ambiguous, which makes establishing what to do problematic. We adopt a ventriloquial analytical lens and pose the question: How exactly do interorganizational team members build a collaborative strategy under these conditions, in their situated interactions? Our findings show how many different voices (individual, organizational, team, and other) shape members’ strategy-making and reveal these voices’ performative authoritative effects: Members established their team’s strategy and produced the needed authority to do so through three coauthoring practices, namely, the proposition, appropriation, and expropriation of voices. When members switched between the practices and different voices, these voices were either woven together or moved apart. We sketch a conceptualization of strategy as a relational assemblage and develop a process model of strategy-coauthoring to illuminate these dynamics.

KW - authority

KW - CCO

KW - interorganizational collaboration

KW - multi-voicedness

KW - strategy-as-practice

KW - ventriloquism

KW - Management studies

UR - http://www.scopus.com/inward/record.url?scp=85124608821&partnerID=8YFLogxK

UR - https://www.mendeley.com/catalogue/360a574b-a28d-3196-b73e-e8fc05ff50ac/

U2 - 10.1177/14761270211068842

DO - 10.1177/14761270211068842

M3 - Journal articles

AN - SCOPUS:85124608821

VL - 21

SP - 683

EP - 708

JO - Strategic Organization

JF - Strategic Organization

SN - 1476-1270

IS - 3

ER -

Recently viewed

Publications

  1. A world of abundance
  2. The effects of hybrid order processing strategies on economic and logistic objectives
  3. Developing key competencies for sustainable development in higher education
  4. Effect of the gap width in AZ31 magnesium alloy joints obtained by friction stir welding
  5. Challenges in Education A Deweyan Assessment of AI Technologies in the Classroom
  6. Guided Internet-based vs. face-to-face cognitive behavior therapy for psychiatric and somatic disorders
  7. Happy just because. A cross-cultural study on subjective wellbeing in three Indigenous societies
  8. Occurrence and Air-sea exchange of phthalates in the Arctic
  9. On anisotropic tensile mechanical behavior of Al-Cu-Li AA2198 alloy under different ageing conditions
  10. Influence of strontium, silicon and calcium additions on the properties of the AM50 alloy
  11. Working time dimensions and well-being
  12. Interventionen im Datenraum
  13. Special issue: Frameworks for Sustainability Management
  14. Scenes of Empowerment: Virtual Racial Diversity and Digital Divides
  15. Application of non-target analysis with LC-HRMS for the monitoring of raw and potable water
  16. Responsibility and Economics
  17. Whistle-Blowing heißt nicht: "verpfeifen"
  18. Imagining ways forward
  19. Systemic aspects of auditory interactive art in the public sphere.
  20. The "Attention" Entrapment Phenomenon
  21. The Making of Urban Computing Environments
  22. Migration
  23. SOFTWARE - SOUND-Spiele.
  24. The quantitative organization of speech
  25. Prozessoptimierung macht stark
  26. Impacts of software and its engineering on the carbon footprint of ICT
  27. Article 30 Review Clause
  28. Begriff und Merkmale junger Unternehmen
  29. Effectiveness of digital cognitive behavioral therapy for insomnia in nurses with shift work sleep disorder
  30. Der Raum des Cyberspace
  31. Every single word
  32. Understanding the role of gender identity in charitable giving—recruiting bone marrow donors
  33. Value struggles in the creative city
  34. Human development and the "explosion" of democracy
  35. Die Kunst des Benennens