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Human Relations
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Strategizing in pluralistic contexts: Rethinking theoretical frames

Jean-Louis Denis

Health Care Administration, Interdisciplinary Research Group on Health, University of Montreal, jean-louis.denis{at}umontreal.ca

Ann Langley

Strategic Managemen, HEC Montréal, Interdisciplinary Research Group on Health, University of Montreal, ann.langley{at}hec.ca

Linda Rouleau

Management Department, HEC Montreal, linda.rouleau{at}hec.ca

Pluralistic organizations characterized by multiple objectives, diffuse power and knowledge-based work processes present a complex challenge both for strategy theorists and for strategy practitioners because the very nature of strategy as usually understood (an explicit and unified direction for the organization) appears to contradict the natural dynamics of these organizations. Yet pluralism is to some extent always present in organizations and perhaps increasingly so. This article explores the usefulness of three alternate and complementary theoretical frames for understanding and influencing strategy practice in pluralistic contexts: Actor-Network Theory, Conventionalist Theory and the social practice perspective. Each of these frameworks has a predominant focus on one of the fundamental attributes of pluralism: power, values and knowledge. Together, they offer a multi-faceted understanding of the complex practice of strategizing in pluralistic contexts.

Key Words: Actor-Network Theory • Conventionalist Theory • pluralistic contexts • social practice perspective • strategizing

Human Relations, Vol. 60, No. 1, 179-215 (2007)
DOI: 10.1177/0018726707075288
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