Adorisio, A. L. M. (2014). Organizational remembering as narrative: ‘Storying’ the past in banking. Organization, 21(4), 463-476. doi: https://doi.org/10.1177/1350508414527248
Alammar, F. M.; Interazi, A.; Cardow, A.; Pauleen, D. J. (2019). Grounded theory in practice: novice researchers’ choice between Straussian and Glaserian. Journal of Management Inquiry, 28(2) 228-245. doi: https://doi.org/10.1177/1056492618770743
Alvesson, M.; Karreman, D. (2000). Taking the linguistic turn in organizational research: challenges, responses and consequences. Journal of Applied Behavioral Science, 36(2), 136-159. doi: https://doi.org/10.1177/0021886300362002
Alvesson, M.; Sandberg, J. (2011). Generating research questions through problematization. Academy of Management Review, 36(2), 247-271. doi: https://doi.org/10.5465/amr.2009.0188
Atkinson, P.; Coffey, A.; Delamont, S.; Lofland, J.; Lofland, L. (2001). Editorial introduction. In: P. Atkinson, A. Coffey, S. Delamont, J. Lofland, L. Lofland. (Eds.). Handbook of ethnography. p. 1-7. London: Sage Publications.
Balogun, J.; Huff, A. S.; Johnson, P. (2003). Three responses to the methodological challenges of studying strategizing. Journal of Management Studies, 40(1), 197-224. doi: https://doi.org/10.1111/1467-6486.t01-1-00009
Bansal, P.; Smith, W. K.; Vaara, E. (2018). From the editors: New ways of seeing through qualitative research. Academy of Management Journal, 61(4), 1189-1195. doi: https://doi.org/10.5465/amj.2018.4004
Barry, E.; Carroll, B.; Hansen, H. (2006). To text or context?Endotextual, exotextual and multi-textual approaches to narrative and discursive organizational studies. Organization Studies, 27(8), 1091-1110. doi: https://doi.org/10.1177/0170840606064568
Bernard, H. R.; Gravlee, C. C. (2015). Handbook of methods in cultural anthropology. London: Rowman & Littlefield.
Bertaux, D. (1980). L’approche biographique: sa validité méthodologique, ses potentialités. Cahiers lnternationaux de Sociologie, n. 69, p. 197-225.
Boje, D. M. (2001). Narrative methods for organizational and communication research. London: Sage Publications.
Boje, D. M.; Haley, U. C. V.; Saylors, R. (2016). Antenarratives of organizational change: the microstoria of Burger King’s storytelling in space, time and strategic context. Human Relations, 69(2), 391-418. doi: https://doi.org/10.1177/0018726715585812
Boje, D. M.; Rosile, G. A.; Saylors, J.; Saylors, R. (2015). Using storytelling theatrics for leadership training. Advances in Developing Human Resources, 17(3), 348-362. doi: https://doi.org/10.1177/1523422315587899
Bouty, I.; Gomez, M. L.; Chia, R. (2019). Strategy emergence as wayfinding. M@n@gement, 22(3), 438-465. https://search.proquest.com/openview/fa2a8425902a5624f18ca121d2f228ed/1?pq-origsite=gscholar&cbl=286201#:~:text=We%20thus%20contribute%20to%20strategy,unexpectedly%20produce%20a%20coherent%20strategy.
Bryant, A. (2017). Grounded theory and grounded theorizing: Pragmatism in research practice. New York: Oxford University Press.
Burkea, G. T.; Wolf, C. (2020). The process affordances of strategy toolmaking when addressing wicked problems. Journal of Management Studies, online first, p. 1-30. doi: https://doi.org/10.1111/joms.12572
Charmaz, K. (2000). Constructivist and objectivist grounded theory. In: N. K. Denzin, & Y. S. Lincoln. (Eds.). Handbook of qualitative research. p. 397-412. Thousand Oaks: Sage Publications.
Charmaz, K. (2006). Constructing grounded theory: A practical guide through qualitative analysis. London: Sage Publications.
Charmaz, K.; Mitchell, R. G. (2001). Grounded theory in ethnography. In: P. Atkinson, A. Coffey, S. Delamont, J. Lofland, L. Lofland. (Eds.). Handbook of ethnography. p. 160-174. London: Sage Publications.
Chia, R. (1995). From modern to postmodern organizational analysis. Organizational Studies, 16(4), 579-604. doi: https://doi.org/10.1177/017084069501600406
Chia, R. (2003). Ontology: Organization as “world-making”. In: R. Westwood, & S. Clegg, (Org.). Debating organization: Point-counterpoint in organization studies. p. 98-112. Oxford: Blackwell.
Chia, R. (2004). Strategy-as-practice: reflections on the research agenda. European Management Review, 1(1), 29-34. doi: https://doi.org/10.1057/palgrave.emr.1500012
Chia, R.; Holt, R. (2006). Strategy as practical coping: A Heideggerian perspective. Organization Studies, 27(5), 635-655. doi: https://doi.org/10.1177/0170840606064102
Chia, R.; MacKay, B. (2007). Post-processual challenges for the emerging strategy-as-practice perpsective: Discovering strategy in the logic of practice. Human Relations, 60(1), 217-242. doi: https://doi.org/10.1177/0018726707075291
Chia, R.; Rasche, A. (2010). Epistemological alternatives for researching strategy as practice: building and dwelling worldviews. In: D. Golsorkhi, L. Rouleau, D. Seidl, Vaara, E. (Eds). Cambridge handbook of strategy as practice. p. 34-46. Cambridge: Cambridge University Press.
Conklin, T. (2012). Work worth doing: A phenomenological study of the experience of discovering and following one’s calling. Journal of Management Inquiry, 21(3), 298-317. doi: https://doi.org/10.1177/1056492611414426
Cope, J. (2005). Researching entrepreneurship through phenomenological inquiry: philosophical and methodological issues. International Small Business Journal, 23(2), 163-189. doi: https://doi.org/10.1177/0266242605050511
Corbin, J.; Strauss, A. (1990). Grounded theory research: procedures, canons, and evaluative criteria. Qualitative Sociology, 13(1), 3-21. https://link.springer.com/article/10.1007/BF00988593
Corley, K. G. (2015). A commentary on “what grounded theory is…”: Engaging a phenomenon from the perspective of those living it. Organizational Research Methods, 18(4), 600-605. doi: https://doi.org/10.1177/1094428115574747
Cunliffe, A. (2015). Using ethnography in strategy-as-practice research. In: D. Golsorkhi, L. Rouleau, D. Seidl, E. Vaara. (Eds.), Cambridge handbook of strategy as practice. p. 431-446. Cambridge: Cambridge University Press.
Cunliffe, A. L. (2010). Retelling tales of the field in search of organizational ethnography 20 years on. Organizational Research Methods, 13(2), 224-239. doi: https://doi.org/10.1177/1094428109340041
Cunliffe, A. L.; Alcadipani, R. (2016). The politics of access in fieldwork: Immersion, backstage dramas, and deception. Organizational Research Methods, 19(4), 535-561. doi: https://doi.org/10.1177/1094428116639134
Cunliffe, A. L.; Karunanayake, G. (2013). Working within hyphen-spaces in ethnographic research: Implications for research identities and practice. Organizational Research Methods, 16(3), 364-392. doi: https://doi.org/10.1177/1094428113489353
Cunliffe, A. L.; Luhmann, J. T.; Boje, D. (2004). Narrative temporality: implications for organizational research. Organization Studies, 25(2), 261-286. doi: https://doi.org/10.1177/0170840604040038
Czarniawska, B. (1998). A narrative approach to organization studies. London: Sage Publications.
De La Ville, V. I.; Mounoud, E. (2010). A narrative approach to strategy as practice: Strategy making from texts and narratives. In: D. Golsorkhi, L. Rouleau, D. Seidl, & E. Vaara. (Eds.). Cambridge handbook of strategy as practice. p. 183-197. Cambridge: Cambridge University Press.
Denis, J. L.; Langley, A.; Rouleau, L. (2007). Studying strategizing in pluralistic contexts: rethinking theoretical frames. Human Relation, 60(1), 179-215. doi: https://doi.org/10.1177/0018726707075288
Eisenhardt, K. M.; Graebner, M. E.; Sonenshein, S. (2016). Grand challenges and inductive methods: rigor without rigor mortis. Academy of Management Journal, 59(4), 1113-1123. doi: https://doi.org/10.5465/amj.2016.4004
Emerson, R. M.; Fretz, R. I.; Shaw, L. L. (1995). Writing ethnographic fieldnotes. Chicago: University of Chicago Press.
Feldman, M. S.; Orlikowski, W. J. (2011). Theorizing practice and practicing theory. Organization Science, 22(5), 1240- 1253. doi: https://doi.org/10.1287/orsc.1100.0612
Felix, B.; Mello, A.; von Borell, D. (2018). Voices unspoken?Understanding how gay employees co-construct a climate of voice/silence in organisations. The International Journal of Human Resource Management, 29(5), 805-828. doi: https://doi.org/10.1080/09585192.2016.1255987
Fenton, C.; Langley, A. (2011). Strategy as practice and the narrative turn. Organization studies, 32(9), 1171-1196. doi: https://doi.org/10.1177/0170840611410838
Fine, G. A. (2003). Towards a peopled ethnography: Developing theory from group life. Ethnography, 4(1), 41-60. doi: https://doi.org/10.1177/1466138103004001003
Fook, J. (2002). Theorizing from practice towards an inclusive approach for social work research. Qualitative Social Work, 1(1), 79-95. doi: https://doi.org/10.1177/147332500200100106
Gabriel, Y. (2000), Storytelling in organizations: facts, fictions and fantasies, Sage Publications, London.
Gehman, J.; Glaser, V. L.; Eisenhardt, K. M.; Gioia, D.; Langley, A.; Corley, K. G. (2018). Finding theory-method fit: a comparison of three qualitative approaches to theory building. Journal of Management Inquiry, 27(3), 284-300. doi: https://doi.org/10.1177/1056492617706029
Gherardi, S. (2009). Introduction: The critical power of the practice lens. Management Learning, 40(2), 115-128. doi: https://doi.org/10.1177/1350507608101225
Gill, M. J. (2014). The possibilities of phenomenology for organizational research. Organizational Research Methods, 17(2), 118-137. doi: https://doi.org/10.1177/1094428113518348
Glaser, B. G.; Strauss, A. (2006). The discovery of grounded theory: Strategy for qualitative research. New Burnswick, London: Aldine.
Golsorkhi, D.; Rouleau, L.; Seidl, D.; Vaara, E. (2010). Introduction: What is Strategy as Practice? In: D. Golsorkhi, L. Rouleau, D. Seidl, & E. Vaara. (Eds.). Cambridge Handbook of Strategy as Practice. p. 1-20. Cambridge: Cambridge University Press.
Goulding, C. (1998). Grounded theory: The missing methodology on the interpretivist agenda. Qualitative Market Research, 1(1), 50-57. doi: https://doi.org/10.1108/13522759810197587
Goulding, C. (2002). Grounded theory: A practical guide for management, business and market researchers. London: Sage Publications.
Goulding, C. (2005). Grounded theory, ethnography and phenomenology: A comparative analysis of three qualitative strategies for marketing research. European Journal of Marketing 39(3-4), 294-308. doi: https://doi.org/10.1108/03090560510581782
Goulding, C. (2017). Navigating the complexities of grounded theory research in advertising. Journal of Advertising, 46(1), 61- 70. doi: https://doi.org/10.1080/00913367.2017.1281775
Gubrium, J. F.; Holstein, J. A. (1999). At the border of narrative and ethnography. Journal of Contemporary Ethnography, 28(5), 561-573. doi: https://doi.org/10.1177/089124199129023550
Hammersley, M. (1992). What´s wrong with ethnography. New York: Routledge.
Hansen, H. (2006). The ethnonarrative approach. Human Relations, 59(8), 1049-1075. doi: https://doi.org/10.1177/0018726706068770
Hautz, J.; Seidl, D.; Whittington, R. (2017). Open strategy: Dimensions, dilemmas, dynamics. Long Range Planning, 50(3), 298-309. doi: https://doi.org/10.1016/j.lrp.2016.12.001
Heidegger, M. (1962). Being and time. New York: Harper and Row.
Hendry, J.; Seidl, D. (2003). The structure and significance of strategic episodes: Social systems theory and the routine practices of strategic change. Journal of Management Studies, 40(1), 175-196. doi: https://doi.org/10.1111/1467-6486.00008
Hendry, K. P.; Kiel, G. C.; Nicholson, G. (2010). How boards strategise: A strategy as practice view. Long Range Planning, 43(1), 33-56. doi: https://doi.org/10.1016/j.lrp.2009.09.005
Holstein, J.; Starkey, K.; Wright, M. (2018). Strategy and narrative in higher education. Strategic Organization, 16(1), 61-91. doi: https://doi.org/10.1177/1476127016674877
Humphries, C.; Smith, A. C. T. (2014). Talking objects: Towards a postsocial research framework for exploring object narratives. Organization, 21(4), 477-494. doi: https://doi.org/10.1177/1350508414527253
Hydle, K. M. (2015). Temporal and spatial dimensions of strategizing. Organization Studies, 36(5), 643-663. doi: https://doi.org/10.1177/0170840615571957
Ingold, T. (2000). The perception of the environment. New York: Routledge.
Iszatt-White, M. (2010). Strategic leadership: The accomplishment of strategy as a ‘perennially unfinished. Leadership, 6(4), 409-424. doi: https://doi.org/10.1177/1742715010379310
Iversen, R. R. (2009). Getting out in ethnography: A seldom told story. Qualitative Social Work, 8(1), 9-26. doi: https://doi.org/10.1177/1473325008100423
Jarzabkowski, P. (2005). Strategy as Practice: an activity-based approach. London: Sage Publications.
Jarzabkowski, P.; Balogun, J.; Seidl, D. (2007). Strategizing: The challenges of a practice perspective. Human Relations, 60(1), 5-27. doi: https://doi.org/10.1177/0018726707075703
Jarzabkowski, P.; Bednarek, R.; Cabantous, L. (2014). Conducting global team-based ethnography: Methodological challenges and practical methods. Human Relations, 68(1), 3-33. doi: https://doi.org/10.1177/0018726714535449
Jarzabkowski, P.; Fenton, E. (2006). Strategizing and organizing in pluralistic contexts. Long Range Planning, 39(6), 631-648. doi: https://doi.org/10.1016/j.lrp.2006.11.002
Jarzabkowski, P.; Kaplan, S.; Seidl, D.; Whittington, R. (2016). On the risk of studying practices in isolation: Linking what, who, and how in strategy research. Strategic Organization, 14(3), 248-259. doi: https://doi.org/10.1177/1476127015604125
Jarzabkowski, P.; Seidl, D. (2008). The role of meetings in the social practice of strategy. Organization Studies, 29(11), 1391- 1426. doi: https://doi.org/10.1177/0170840608096388
Jarzabkowski, P. & Spee, A. P. (2009). Strategy-as-practice: a review and future directions for the field. International Journal of Management Reviews, 11(1), 69-95. doi: https://doi.org/10.1111/j.1468-2370.2008.00250.x
Jarzabkowski, P.; Wilson, D. C. (2002). Top teams and strategy in a UK university. Journal of Management Studies, 39(3), 357-383. doi: https://doi.org/10.1111/1467-6486.00296
Johnson, G.; Langley, A.; Melin, L.; Whittington, R. (2007). Strategy as practice. Cambridge: Cambridge University Press.
Johnson, G.; Melin, L.; Whittington, R. (2003). Micro strategy and strategizing: Towards an activity-based view. Journal of Management Studies, 40(1), 3-22. doi: https://doi.org/10.1111/1467-6486.t01-2-00002
Johnson, G. Smith, S.; Colding, B. (2010). Institutional change and strategic agency: an empirical analysis of managers’ experimentation with routines in strategic decision making. In: D. Golsorkhi, L. Rouleau, D. Seidl, E. Vaara. (Eds.). Cambridge handbook of strategy as practice. p. 273-290. Cambridge: Cambridge University Press.
Kalou, Z.; Sadler-Smith, E. (2015). Using ethnography of communication in organizational research. Organizational Research Methods, 18(1), 629-655. doi: https://doi.org/10.1177/1094428115590662
Kouamé, S.; Langley, A. (2018). Relating microprocesses to macro-outcomes in qualitative strategy process and practice research. Strategic Management Journal, 39(3), 559-581. doi: https://doi.org/10.1002/smj.2726
Küpers, W. (2005). Phenomenology of embodied implicit and narrative knowing. Journal of Knowledge Management, 9(6), 114-133. doi: https://doi.org/10.1108/13673270510630006
Küpers, W. (2009). The status and relevance of Phenomenology for integral research: Or Why Phenomenology is more and different than an “upper left” or “zone #1” affair. Integral Review, 5(1), 51-95. https://www.researchgate.net/profile/Wendelin_Kuepers/publication/26627228_The_Status_and_Relevance_of_Phenomenology_for_Integral_Research_Or_Why_Phenomenology_is_More_and_Different_than_an_Upper_Left_or_Zone_1_Affair/links/0deec52838195df031000000.pdf
Küpers, W.; Mantere, S.; Statler, M. (2013). Strategy as storytelling: A phenomenological collaboration. Journal of Management Inquiry, 22(1), 83-100. doi: https://doi.org/10.1177/1056492612439089
Laslett, B. (1999). Personal narratives as sociology. Contemporary Sociology, 28(4), 391-401. doi: https://doi.org/10.2307/2655287
LeCompte, M. D.; Goetz, J. P. (1982). Problems of reliability and validity in ethnographic research. Review of Educational Research, 52(1), 31-60. doi: https://doi.org/10.3102/00346543052001031
Lofland, J. (1995). Analytic ethnography: Features, failings, and futures. Journal of Contemporary Ethnography, 24(1), 30-67. doi: https://doi.org/10.1177/089124195024001002
Mantere, S.; Whittington, R. (2020). Becoming a strategist: The roles of strategy discourse and ontological security in managerial identity work. Strategic Organization, online first, 1-26. doi: https://doi.org/10.1177/1476127020908781
Miettinen, R.; Samra-Fredericks, D.; Yanow, D. (2009). Re-turn to practice: An introductory essay. Organization Studies, 30(12), 1309-1327. doi: https://doi.org/10.1177/0170840609349860
Mills, J.; Bonner, A.; Francis, K. (2006). Adopting a constructivist approach to grounded theory: Implications for research design. International Journal of Nursing Practice, 12(8), 8-13. doi: https://doi.org/10.1111/j.1440-172X.2006.00543.x
Mintzberg, H. (1979). The structuring of organizations: A synthesis of the research. Englewood Cliffs: Prentice-Hall.
Murphy, S. A.; O’Brien, A. (2006). Listening above the din: The potential of language in organizational research. International Journal of Qualitative Methods, 5(2), 87-110. doi: https://doi.org/10.1177/160940690600500211
Nicolini, D. (2009). Articulating practice through the interview to the double. Management Learning, 40(2), 195-212. doi: https://doi.org/10.1177%2F1350507608101230
Nicolini, D. (2009). Zooming in and out: Studying practices by switching theoretical lenses and trailing connections. Organization Studies, 30(12), 1391-1418. doi: https://doi.org/10.1177%2F0170840609349875
Orlikowski, W. J (2010). Practice in research: phenomenon, perspective and philosophy. In: D. Golsorkhi., L. Rouleau., D. Seidl., E. Vaara. (Eds.). Cambridge handbook of strategy as practice. p. 23-33. Cambridge: Cambridge University Press.
Paroutis, S.; Pettigrew, A. (2007). Strategizing in the multibusiness firm: Strategy teams at multiple levels and over time. Human Relations, 60(1), 99-135. http://dx.doi.org/10.1177/0018726707075285
Patriota, G. (2003). Sensemaking on the Shop Floor: Narratives of Knowledge in Organizations. Journal of Management Studies, 40(2), 349-375. doi: https://doi.org/10.1111/1467-6486.00343
Pettigrew, S. F. (2000). Ethnography and grounded theory: a happy marriage? Advances in Consumer Research, n. 27, p. 256-331. https://www.acrwebsite.org/volumes/8400/volumes/v27/NA
Prus, R. (1987). Generic social processes: maximizing conceptual development in ethnographic research. Journal of Contemporary Ethnography, 16(3), 250-293. doi: https://doi.org/10.1177/0891241687163002
Quay, J. (2016). Learning phenomenology with Heidegger: experiencing the phenomenological ‘starting point’ as the beginning of phenomenological research. Educational Philosophy and Theory, 48(5), 484-497. doi: https://doi.org/10.1080/00131857.2015.1035632
Rasche, A.; Chia, R. (2009). Researching strategy practices: A genealogical social theory perspective. Organization Studies, 30(7), 713-734. doi: https://doi.org/10.1177/0170840609104809
Reckwitz, A. (2002). Toward a theory of social practices: A development in culturalist theorizing. European Journal of Social Theory, 5(2), 243-263. doi: https://doi.org/10.1177/13684310222225432
Regnér, P. (2003). Strategy creation in the periphery: Inductive versus deductive strategy making. Journal of Management Studies, 40(1), 57-82. doi: https://doi.org/10.1111/1467-6486.t01-1-00004
Rhodes, C.; Brown, A. D. (2005). Narrative, organizations and research. International Journal of Management Reviews, 7(3), 167-188. doi: https://doi.org/10.1111/j.1468-2370.2005.00112.x
Riessman, C. K. (1993). Narrative analysis. Vol. 30, Qualitative Research Methods. Newbury Park, CA: Sage Publications.
Rosen, M. (1991). Coming to terms with the field: Understanding and doing organizational ethnography. Journal of Management Studies, 28(1), 1-24. doi: https://doi.org/10.1111/j.1467-6486.1991.tb00268.x
Rouleau, L. (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. doi: https://doi.org/10.1111/j.1467-6486.2005.00549
Rouleau, L. (2006). Comprendre la fabrique de la stratégie à partir des récits de pratiques. In: D. Golsorkhi. (Ed.). La fabrique de la stratégie: une perspective multidimensionnelle. Paris: Institut Vital Roux-Librairie Vuibert.
Rouleau, L. (2010). Studying strategizing through narratives of practice. In: D. Golsorkhi, L. Rouleau, D. Seidl.; E. Vaara. (Eds.). Cambridge Handbook of Strategy as Practice. p. 258-270. Cambridge: Cambridge University Press.
Samra-Fredericks, D. (2003). Strategizing as lived experience and strategists’ everyday efforts to shape strategic direction. Journal of Management Studies, 40(1), 142-174. doi: https://doi.org/10.1111/1467-6486.t01-1-00007
Sandberg, J.; Dall’Alba, G. (2009). Returning to practice anew: A life-world perspective. Organization Studies, 30(12), 1349-1368. doi: https://doi.org/10.1177/0170840609349872
Sanders, P. (1982). Phenomenology: a new way of viewing organizational research. Academy of Management Review, 7(3), 353-360. doi: https://doi.org/10.546/amr.1982.4285315
Schatzki, T. R. (1996). Social practice: A wittgensteinian approach to human activity and the social. Cambridge: Cambridge University Press.
Schatzki, T. R. (2002). The site of the social: A philosophical account of the constitution of social life and change. Pennsylvania: Pennsylvania State University.
Schatzki, T. R. (2005). Peripheral vision: The sites of organizations. Organization Studies, 26(3), 465-484. doi: https://doi.org/10.1177/0170840605050876
Schatzki, T. R.; Knorr-Cetina, K.; Savigny, E. von. (2001). The practice turn in contemporary. London: Routledge.
Seidl, D.; Whittington, R. (2014). Enlarging the strategy as-practice research agenda: Towards taller and flatter ontologies. Organization Studies, 35(10), 1407-1421. doi: https://doi.org/10.1177/0170840614541886
Shepherd, D. A.; Suddaby, R. (2017). Theory building: A review and integration. Journal of Management, 43(1), 59-86. doi: https://doi.org/10.1177/0149206316647102
Snow, D. A.; Morrill, C.; Anderson, L. (2003). Elaborating analytic ethnography: Linking fieldwork and theory. Ethnography, 4(2), 181-200. doi: https://doi.org/10.1177/14661381030042002.
Soin, K.; Scheytt, T. (2006). Making the case for narrative methods in cross-cultural organizational research. Organizational Research Methods, 9(1), 55-77. doi: https://doi.org/10.1177/1094428105283297
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, online first, 1-26. doi: https://doi.org/10.1287/orsc.2019.1332
Spradley, J. P. (1979). The ethnographic interview. Belmont: Wadsworth Group & Thomson Learning.
Strauss, A.; Corbin, J. (1998). Basics of qualitative research: Grounded theory procedures and techniques. Newbury Park: Sage Publications.
Suddaby, R. (2006). What grounded theory is not. Academy of Management Journal, 49(4), 633-642. doi: https://doi.org/10.5465/amj.2006.22083020
Suddaby, R.; Seidl, D.; Lê, J. K. (2013). Strategy-as-practice meets neo- institutional theory. Strategic Organization, 11(3), 329-344. doi: https://doi.org/10.1177/1476127013497618
Tsoukas, H. (2010). Practice, strategy making and intentionality: A Heideggerian onto-epistemology for Strategy as Practice. In: D. Golsorkhi, L. Rouleau, D. Seidl, & E. Vaara. (Eds.). Cambridge handbook of strategy as practice. p. 47-62. Cambridge: Cambridge University Press.
Tsoukas, H. (2018). Strategy and virtue: Developing strategy-as practice through virtue ethics. Strategic Organization, 16(3) 323-351. doi: https://doi.org/10.1177/1476127017733142
Vaara E.; Sonenshein, S.; Boje, D. (2016). Narratives as sources of stability and change in organizations: approaches and directions for future research. Academy of Management Annals, 10(1), 495-560. doi: https://doi.org/10.1080/19416520.2016.1120963
Vaara, E.; Whittington, R. (2012). Strategy-as practice: Taking social practices seriously. The Academy of Management Annals, 6(1), 285-336. doi: https://doi.org/10.1080/19416520.2012.672039
Van Maanen, J. (1988). Tales of the field: On writing ethnography. Chicago: University of Chicago Press.
Van Maanen, J.; Sørensen, J. B.; Mitchell, T. R. (2007). The interplay between theory and method. Academy of Management Review, 32(4), 1145-1154. doi: https://doi.org/10.5465/amr.2007.26586080
Van Manen, M. (1984). Practicing phenomenological writing. Phenomenology + Pedagogy, 2(1), 36-69. doi: https://doi.org/10.29173/pandp14931
Vesa, M.; Vaara, E. (2014). Strategic ethnography 2.0: Four methods for advancing strategy process and practice research. Strategic Organization, 12(4), 288-298. doi: https://doi.org/10.1177/1476127014554745
Vom Lehn, D.; Hitzler, R. (2015). Phenomenology-based ethnography: Introduction to the special issue. Journal of Contemporary Ethnography, 44(5), 539-543. doi: https://doi.org/10.1177/0891241615595436
Walsh, I.; Holton, J. A.; Bailyn, L.; Fernandez, W.; Levina, N.; Glaser, B. (2015). What grounded theory is… A critically reflective conversation among scholars. Organizational Research Methods, 18(4), 581-599. doi: https://doi.org/10.1177/1094428114565028
Watson, T. J. (2011). Ethnography, reality, and truth: The vital need for studies of ‘how things work’ in organizations and management. Journal of Management Studies, 48(1), 202-217. doi: https://doi.org/10.1111/j.1467-6486.2010.00979.x
Watson, T. J.; Watson, D. H. (2012). Narratives in society, organizations and individual identities: An ethnographic study of pubs, identity work and the pursuit of ‘the real’. Human Relations, 65(6), 683-704. doi: https://doi.org/10.1177/0018726712440586
Whittington, R. (1996). Strategy as practice. Long Range Planning, 29(5), 731-735. doi: https://doi.org/10.1016/0024-6301(96)00068-4
Whittington, R. (2004). Estratégia após o modernismo: recuperando a prática. Revita de Administração de Empresas, 44(4), 44-53. Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613-634. doi: https://doi.org/10.1177/0170840606064101
Whittington, R. (2010). Giddens, structuration theory and Strategy as Practice. In: D. Golsorkhi, L. Rouleau, D. Seidl, & E. Vaara (Eds.). Cambridge handbook of strategy as practice (pp. 109-126). Cambridge: Cambridge University Press.
Whittington, R. (2011). The practice turn in organization research: towards a disciplined transdisciplinarity. Accounting, Organizations and Society, 36, 183-186. doi: https://doi.org/10.1016/j.aos.2011.04.003
Whittington, R.; Cailluet, L.; Yakis-Douglas, B. (2011). Opening strategy: Evolution of a precarious profession. British Journal of Management, 22(3), 531-544. doi: https://doi.org/10.1111/j.1467-8551.2011.00762.x
Whittle, A.; Gilchrist, A.; Mueller, F.; Lenney, P. (2020). The art of stage-craft: A dramaturgical perspective on strategic change. Strategic Organization, online first, 1-31. doi: https://doi.org/10.1177/1476127020914225
Willems, T. (2018). Seeing and sensing the railways: A phenomenological view on practice-based learning. Management Learning, 49(1), 23-39. doi: https://doi.org/10.1177/1350507617725188
Wolf, C.; Floyd, S. W. (2017). Strategic planning research: Toward a theory-driven agenda. Journal of Management, 43(6), 1754-1788. doi: https://doi.org/10.1177/0149206313478185
