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HEC Montréal

Team

Ann Langley, Professeure titulaire
Linda Rouleau, Professor
Charlotte Cloutier, Assistant professor
Veronika Kisfalvi, Professor
David Oliver, Associate Professor
Pamela Sloan, Ajdunct Professor
Hélène Giroux, Associate professor
Chahrazad Abdallah, Lecturer in Management
Line Bonneau, Research Fellow
Michelle Harbour, Professeure agrégée
Viviane Sergi, Postdoctoral Fellow
Pascale Daigle, PhD Candidate
Isabelle Piette, PhD Candidate
Véronique Labelle, PhD Candidate
Laure Cabantous, Associate Professor
Francis Cornut, Research Fellow
Francois Bastien, Ph.D. Candidate
Jean-Pascal Gond, Ph D student
Maria-Elisa Brandão, PhD Student
Lorenzo Bizzi, Phd Student

Professional Roles

Ann Langley •Co-coordinator, “Standing working group 05”: Strategizing: Activity and Practice (European Group of Organizational Studies). •Co-Organizer of the first international SAP workshop Talk, Text & Tools in the Practice of Strategy, august 2010. •Co-editor, Perspectives on Process Organization Studies, Oxford University Press, 2009- •Guest editor, Special Research Forum on Process Studies of Change in Organization and Management, Academy of Management Journal, 2010-2011 •Workshop organizer, “Process Research”, Academy of Management en 2009 et 2010. •Co-organizer, Symposium on Process Organization Studies, Chypre (june 2009), Rhodes (june 2010) •Convenor, Standing working group on Strategy as practice, European Group for Organization Studies, 2007 - 2008
Linda Rouleau •Co-Organizer of the first international SAP workshop Talk, Text & Tools in the Practice of Strategy, august 2010. •Chair program for the Interest Group – “Strategizing Activities and Practices”. Academy of Management, 2010, 2011 •Member of the scientific comitee, Fabrique et pratique de la stratégie sessions, co-organized by CSO and MBA Center, Paris (Damon Golsorkhi) (2007-2009). •Co-organizer, “Strategy-as-practice : methodological challenges”, Professional Development Workshop (PDW), Academy of Management Meeting 2008, Anaheim, California, August-8-13. •Co-organisatrice d'une table ronde intitulée: Comprendre la fabrique de la stratégie: défis méthodologiques et théoriques, AIMS 28 au 31 mai 2008, Nice- Sophia-Antipolis. •Co-editor, Special issue, “Le management stratégique en pratiques”, Revue Française de Gestion. •Co-convenor, “standing working group”: Strategizing and organizing activity and practice, EGOS Conference, Bergen, 2006, July 6-8; Vienne, 2007, July 5-7.

Projects

  • Strategic leadership practices

  • In this research axis, we are considering how and why top management groups are or are not able to capture the benefits of diversity in developing strategy. Two specific research projects are underway: The microdynamics of top management teams (SSHRC and HEC Montréal funding 2006-2011; Veronika Kisfalvi, Ann Langley, Wendy Reid, Viviane Sergi This research project combines various theoretical influences with theories on the role of personality and character in leadership groups to develop the notion of top team “micro-dynamics”, i.e., particular patterns of interaction among leadership team members that have consequences for the flow of information, the distribution of power and the emergence of consensus. Distributed leadership in top management teams (financed by Canadian Institutes of Health Research) This research project is about distributed leadership and examines co-leadership, identity and role ambiguity among top management team members in the matrix structures of health care organizations. http://web.hec.ca/geps

  • The role of tools in the practice of strategy

  • A central issue in the practice of strategy concerns the role of tools in strategizing. The research team is particularly interested in strategy texts and planning documents. In this research axis, we aim to develop a micro-level understanding of what is involved in their use and how they contribute in concrete terms to strategy development. We have two illustrative but complementary projects with this particular subtheme - one more mature, and the other currently being submitted for project funding to FQRSC. The constitution and consequences of strategic ambiguity (SSHRC 2008-2012: Ann Langley, Jean-Louis Denis, Hélène Giroux, Linda Rouleau, Pamela Sloan, Chahrazad Abdallah, Consuelo Vasquez). This project derives its inspiration from observations that the strategic plans of large organizations are often characterized by ambiguity, and that this may lead to a range of positive or negative consequences for strategic action. The research is examining the content of planning documents, how this content is negotiated among organization members, and what consequences this may have for subsequent organizational activities. CSR strategy communication and implementation in practice (application to FQRSC new researcher grant: Charlotte Cloutier, 2011-2014). This research project is examining how the artefacts of corporate CSR strategizing (such as CSR strategic plans, actions plans and strategy statements), constituted, communicated and consumed by actors at various levels of a large, multi-national organization. The database to be used for this research involves in-depth video recording of the process of development of a CSR strategic plan by an international mining trade association. http://web.hec.ca/geps

  • Strategizing as identity work

  • Strategy is intimately related to organizational identity. A practice perspective on the relationship between strategy and identity demands a focus on “identity work” – i.e., the means by which people socially construct collective identities within and across boundaries. The following research project examines this theme in different inter-organizational arrangements. The construction and impact of collective identity in organizational life (FQRSC funding obtained in 2008, David Oliver, new researcher program). This project examines two research questions. First, how is collective identity constructed in organizational settings, both within organizations and when organizational boundaries become problematic as in the case of mergers, acquisitions, outsourcing, and stakeholder partnerships? Second, what are the potential impacts (both positive and negative) of such collective identity development? http://web.hec.ca/geps

  • Strategy and institutional work

  • The interpenetration of institutions and organizations is a theme of particular interest to both strategy as practice scholars and to institutional theorists. This research subtheme involves examining the ways in which organizations draw on institutional discourses in their strategizing practices, but in turn contribute to building, maintaining, reproducing or disrupting institutions. Two research projects are examining this research theme. Corporate social responsability impact on organizational and institutional behavior, Jean-Pascal Gond This work builds on several research traditions in sociology and organization studies to investigate the processes underlying the institutionalization of corporate social responsibility practices and discourses in organizations. The project studies how corporations ‘strategize’ the concept of CSR so that it is perceived as relevant by managers and executives, examining the institutional processes that facilitate the construction of new CSR practices and tools both inside and outside organizations. Risk management discourses and practices (SSHRC funding requested in 2010, Steve Maguire and Cynthia Hardy). Risk and its management are increasingly prominent features of organizations and their institutional environments. This research will explore the implications of risk discourse and practices for organizational strategy and organization-environment relations focusing on the chemical products sector as the key empirical context. http://web.hec.ca/geps

Publications

2010
Daigle, P., & Rouleau, L. (2010). Strategic plans in arts organizations: a compromising tool between artistic and managerial values. International Journal of Arts Management, 12(3), 13-30.
2010
Ann Langley (2010). The challenge of developing cumulative knowledge about Strategy as Practice. In Damon Golsorkhi, Linda Rouleau, David Seidl, & Eero Vaara (Eds.), Cambridge Handbook of Strategy as Practice (pp. 91-106). Cambridge: Cambridge University Press.
2010
Piette, I., & Rouleau, L. (2010). L’analyse de textes stratégiques à partir de l’herméneutique critique et de la narratologie littéraire. In Rodolphe O’cler (Ed.), Sémantique et organisations: mythes, fantasmes, non dits et quiproquos (pp. 31-58). Paris: L’Harmattan.
2010
Denis, J.-L., Langley, A., & Rouleau, L. (2010). The practice of leadership in the messy world of organizations. Leadership, 6(1), 67-88.
2010
Stensaker, I., & Langley, A. (2010). Change management choices and change trajectories in a multidivisional firm. British Journal of Management, 21(1), 7-27.
2010
Fauré, B., Brummans, B., Giroux, H., & Taylor, J.R. (2010). The Calculation of Business, Or the Business of Calculation? Accounting as Organizing through Everyday Communication. Human Relations, 63(8), 1249-1273.
2010
Rouleau, L. (2010). Studying strategizing through narratives of practice. In Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (Eds.), Cambridge Handbook of Strategy-as-Practice (pp. 258-270). Cambridge: Cambridge University Press.
2010
Denis, J.L., Lamothe, L., & Langley, A. (2010). The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations. In Graeme Currie, & Martin Kitchener (Eds.), Organizing Health Services (pp. 809-837). UK: Sage publication.
2009
Sloan, Pamela (2009). L’engagement des dirigeants envers les parties prenantes : condition de succès du développement durable. Gestion, 34(1), 79-89.
2009
Langley, A. (2009). Studying processes in and around organizations. In D. Buchanan, & A. Bryman (Eds.), Sage Handbook of Organizational Research Methods (pp. 409-429). London, UK: Sage Publications.
2009
Langley, A. (2009). Processual case research”. In Sage Encyclopaedia of Case Study Research. In A. Mills, G. Durepos, & E. Wiebe (Eds.), Sage Encyclopaedia of Case Study Research (pp. xx). Thousand Oaks, CA: Sage Publications.
2009
Giroux, H., Beaulieu, M., & Cooren, F. (2009). Gérer les chaînes logistiques humanitaires : l’expérience de Médecins sans frontières. Logistique & Management, 17(1), 67-78.
2009
Langley, A. (2009). Temporal bracketing. In A. Mills, G. Durepos, & E. Wiebe (Eds.), Sage Encyclopaedia of Case Study Research, Vol. 2 (pp. 919-921). Thousand Oaks, CA: Sage Publications.
2009
Harrisson, D., & Comeau-Vallée, M. (2009). The Social Economy and Labour: Strong Identity and a Few Paradoxes. In Harrisson, D., Szell, G., & Bourque, R. (Eds.), Social Innovation and Labour (pp. xx). Bern, Berlin, Bruxelles, Frankfurt am Main, New York, Oxford, Wien: Peter Lang.
2008
Harbour, M., & Kisfalvi, V. (2008). Le courage des leaders. Revue Gestion, 33(3), 74-82.
2008
Royer, I., & Langley, A. (2008). Linking rationality, politics and routines in organizational decision making. In W. Starbuck, & G. Hodgkinson (Eds.), Oxford Handbook of Organizational Decision Making (pp. 250-270). Oxford, UK: Oxford University Press.
2008
Denis, J.L., & Lehoux, P. (2008). Capabilities, Processes, and Codification: An Organizational Perspective on Knowledge Use. In Straus, S. (Ed.), Knowledge Translation: Science and Practice (pp. xx). xx: Blackwell Publishing.
2008
Statler, M., & Oliver, D. (2008). Facilitating serious play. In Starbuck, W., & G. Hodgkinson (Eds.), Oxford Handbook of Organizational Decision Making (pp. 475-494). Oxford: Oxford University Press.
2007
Langley, A. (2007). Process thinking in strategic organization. Strategic Organization , 5(3), 271-282.
2007
Abdallah, C. (2007). Production et Appropriation du discours stratégique dans une organisation artistique . Revue Française de Gestion, 33(174), 61-76.
2007
Rouleau, L, Allard-Poesi, F., & Warnier, V. (2007). Le management stratégique en pratiques. Revue Française de Gestion, 33(174), 15-24.
2007
Girard, D. (2007). Culture organisationnelle, contexte d'affaires et prise de décision éthique. Gestion, 32(1), 101-111.
2007
Bonneau, L. (2007). Inter-Organizational time: The example of Quebec Biotechnology. International Journal of Innovation Management, 11(1), 139-164.
2007
Golsorkhi, D., Rouleau, L., Seidl, D., & Vaara, E. (2007). Cambridge Handbook of Strategy as Practice. Cambridge, UK: Cambridge University Press.
2007
Oliver, D., & Roos, J. (2007). Beyond text: Constructing organizational identity mulitmodally. British Journal of Management, 18(4), 342-358.
2006
Langley, A, & Denis, J.-L. (2006). Neglected dimensions of organizational change: Towards a situated view. In R. Lines, I. Stensaker, & A. Langley (Eds.), Handbook of Organizational Change and Learning (pp. 136-161). Bergen: Fagbokforlaget.
2006
Oliver, D., & Roos, J. (2006). Creativité et identité organisationelle. Revue Française de Gestion, 32(161), 139-153.
2006
Denis, J.-L, Langley, A. , & L. Rouleau (2006). The Power of Numbers in Strategizing. Strategic Organization, 4(4), 349-377.
2006
Langley, A., & Royer, I. (2006). Perspectives on doing case study research in organizations. M@n@gement, 9(3), 73-86.
2006
Kisfalvi, V. (2006). Subjectivity and emotions as sources of insight in an ethnographic case study: A tale of the field. M@n@gement, 9(3), 109-127.
2005
Linda Rouleau (2005). Micro-practices of strategic sensemaking and sensegiving: How middle managers interpret and sell change every day. JOURNAL OF MANAGEMENT STUDIES, 42(7), 1413-1441.

Events

2013 29th EGOS Colloquium, Bridging Continents, Cultures and Worldviews
2010 Talk, Text and Tools in the Practice of Strategy », First International Strategy as Practice workshop in North America, HEC, Montréal, Montréal, Canada, August 5

PhD Exchange

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