000			01449cam a2200229 4500500
005			20250121092944.0
041			_afre
042			_adc
100	1	0	_aGuérard, Stéphane _eauthor
700	1	0	_a Langley, Ann _eauthor
700	1	0	_a Seidl, David _eauthor
245	0	0	_aRethinking the concept of performance in strategy research: towards a performativity perspective
260			_c2013.
500			_a97
520			_aOrganizational performance is an important concept in strategy research. In this paper, we interrogate the predominant focus on organizational performance as an aggregate organizational-level dependent variable and review three ways in which its role might be fruitfully reconsidered: (1) broadening consideration of performance to more disaggregated levels of analysis, (2) orienting research around the idea of performance as both input and outcome and finally (3) recasting performance in terms of performativity. We provide examples of research that has adopted each of these alternative approaches. We then examine the contributions and drawbacks of each perspective, before proposing an agenda for future research.
690			_aperformance
690			_astrategyprocess
690			_astrategy as practice
690			_aperformativity
786	0		_nM@n@gement | 16 | 5 | 2013-12-01 | p. 566-578 | 1286-4692
856	4	1	_uhttps://shs.cairn.info/journal-management-2013-5-page-566?lang=en&redirect-ssocas=7080
999			_c515121 _d515121