Publications

While we engage with the project´s data collection and analysis, we would like to share insights gleaned from our recent publications and favored readings, enjoy!  After our top 5 list, publications are in alphabetical order

Top 5 from our team

Martela, F. (2023). The social ontology of purpose—How organizations can have goals and intentions without having a mind. Academy of Management Review, 48(2), 363-365.

Vaara, E. & Rantakari, A. How orchestration both generates and reduces polyphony in narrative strategy-making. Organization Studies, forthcoming.

Kwon, W., Clarke, I., Vaara, E., Mackay, R. & Wodak, R. 2020. Using verbal irony to move on with controversial issues. Organization Science, 31(4): 865-886.

Jalonen, K., Schildt, H. & Vaara, E. 2018. Strategic concepts as micro-level tools in strategic sensemaking. Strategic Management Journal, 39(5): 2794-2826.

Salmivaara, V., Martela, F., & Heikkilä, J.-P. (2020). Radikaali psykologinen turvallisuus tilapäisorganisaation luovan ja tuloksellisen toiminnan mahdollistajana. Hallinnon Tutkimus, 39(3), 188–204

Further suggestions in alphabetical order:

Chen, K. K. (2009). Enabling creative chaos: The organization behind the Burning Man event. University of Chicago Press.

Chen, K. K. (2012). Charismatizing the routine: Storytelling for meaning and agency in the Burning Man organization. Qualitative sociology, 35, 311-334.

Dobusch, L., Dobusch, L., & Müller-Seitz, G. (2019). Closing for the benefit of openness? The case of Wikimedia’s open strategy process. Organization studies, 40(3), 343-370. doi: 10.1177/0170840617736930

Gilmore, L. (2010). Theater in a crowded fire: Ritual and spirituality at Burning Man. Univ of California Press.

Kohtamaki, M., Whittington, R., Vaara, E. & Sabatini, R. 2022. Making connections: Harnessing the diversity of strategy-as-practice research. International Journal of Management Reviews, 24(2): 210-232.

Kornberger, M. & Vaara, E. Strategy as engagement: What organization strategy can learn from military strategy. Long Range Planning, forthcoming.

Kozinets, R. V. (2002). Can consumers escape the market? Emancipatory illuminations from burning man. Journal of Consumer research, 29(1), 20-38.

Kwon, W., Clarke, I., Vaara, E., Mackay, R. & Wodak, R. 2020. Using verbal irony to move on with controversial issues. Organization Science, 31(4): 865-886.

Lundgren-Henriksson, E. L., & Sorsa, V. (2023). Open strategizing on social media: A process model of emotional mechanisms and outcomes from un-orchestrated participation. Long Range Planning, 56(3), 102320.

Luoma, J., & Martela, F. (2021). A Dual-Processing View of Three Cognitive Strategies in Strategic Decision Making: Intuition, Analytic Reasoning, and Reframing. Long Range Planning, 54(3), 1-15

Martela, F. (2019). What makes self-managing organizations novel? – Comparing how Weberian bureaucracy, Mintzberg’s adhocracy, and self-organizing solve six fundamental problems of organizing. Journal of Organization Design, 8(23), 1-23

Martela, F. (2023). Managers matter less than we think: How can organizations function without any middle management? Journal of Organization Design, 12, 19-25.

​​Morikava, M., Martela, F. & Hakanen, J. (2022). Itseohjautuvuus suomalaisessa työelämässä – missä ja ketkä sitä kokevat? Hallinnon tutkimus, 41(4), 312-328

Morton, J., Wilson, A. D., & Cooke, L. (2020). The digital work of strategists: Using open strategy for organizational transformation. The Journal of Strategic Information Systems, 29(2), 101613.

Ocasio, W., Laamanen, T. & Vaara, E. 2018. Communication and attention dynamics: An attention-based view on strategic change. Strategic Management Journal, 39(1): 155-167.

Sasaki, I., Kotlar, J., Ravasi, D. & Vaara, E. 2020. Making sense of revered past: Historical identity statements and strategic change in Japanese family firms. Strategic Management Journal, 41: 590-623.

Sorsa, V. & Vaara, E. 2020. How can pluralistic organizations proceed with strategic change? A processual account of rhetorical contestation, convergence and partial agreement in a Nordic city organization. Organization Science, 31(4): 839-864.

St John, G. (2020). Ephemeropolis: Burning Man, Transformation, and Heterotopia. Journal of Festive Studies, 2(1), 289-322.

Turner, F. (2009). Burning Man at Google: a cultural infrastructure for new media production. New Media & Society, 11(1-2), 73-94.

Vaara, E. and Whittington, R. 2012. Strategy as Practice: Taking social practices seriously. Academy of Management Annals, 6(1): 285-336.

Vaara, E. & Lamberg, J.-A. 2016. Taking historical embeddedness seriously: Three approaches to advance strategy process and practice research.Academy of Management Review, 41: 633-657.

Vaara, E., Harju, A., Leppälä, M. & Buffart, M. 2021. How to successfully scale a flat organization. Harvard Business Review, digital article, June 7, 2021.