Some of our favorite readings

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!

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

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.

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

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.

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.

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.

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

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.

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

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.

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

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

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

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

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

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.

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.

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

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

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

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

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

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

More Burning Man research is available at https://burningman.org/programs/philosophical-center/academics/ (not recently updated)