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This pivot includes a series of inside ethnographic accounts and stories about managerial practices and processes, providing a critical account of managerial and HR practices. It seeks to advance thinking in the theoretical areas of strategy-as-practice (SasP), Actor-Network Theory, human resource management practices and safety as practice. Offering a unique insider insight to decision-making and strategy within an organization, the chapters demonstrate how practices are constructed and implemented for a range of systems and policies. Employing an ethnographic approach also gives an opportunity to assess the interpretation and deployment of procedures, policies and practices in order to control and achieve conformity to organizational goals. It satisfies a demand for richer descriptions of managerial practices in situ that can be used to challenge and critique traditional approaches, and guide researchers to apply an SasP and ANT perspective in other organizational settings.      

Inside Management: Studying Organizational Practices

1.            Introduction

This chapter will set the scene for the remaining chapters by outlining their aims and contributions to theory (Strategy as Practice, Actor-Network Theory, Human Resource Management) and tp practice (management, human resources).  The chapter will provide a description of the organisational context and the practices to be explored in subsequent chapters. The chapter will also outline the ethnographic methods used and the debates in the underpinning literature (e.g. Alvesson, 2003,2009;  Punch, 1986; Van Maanen, 2011,  Vickers 2018 under review, Westney and Van Maanen, 2011).

2.            Strategy as Practice - Asset Optimisation Process

The aim of this chapter will be to employ a Strategy as Practice (SasP) perspective to consider the organisation's "Asset Optimisation Process" (AOP). The AOP process was a rationalisation of products and production capacity that was conducted within the organisation. The rationalisation outcome was delayed, subverted and reconfigured by networks of middle managers, trade unions and other actors. The chapter will draw upon and inform SasP literature (e.g. Nicolini, 2009, 2012; Whittington, 1996, 2006) and combine Actor-Network Theory perspectives with SasP (see Nicolini, 2012). By using ethnography in an insider account the chapter will demonstrate how practices are constructed and deployed as well as how a SasP perspective can be applied by researchers in other organisational settings.

3.            'Delivering' the Strategy - The Engine Room

The aim of this chapter will be to continue to develop the themes in chapter 1 above. The "Engine Room" was the name given to a group of middle managers at one production site who were given the task of managing redundancies and production line closures. The chapter will explore the practices used and the delays and subterfuge of everyday managerial practices to subvert and reconfigure the organisation's strategic 'choice'. Again ethnography in an insider account will demonstrate how practices are constructed and deployed as well as how a SasP perspective can be applied by researchers in other organisational settings. In addition, the theme of nonhuman actors will be developed drawing upon Actor-Network Theory themes (Callon, 1986).

The aim of this chapter will be to consider how human resource procedures, policies, systems and documentation are deployed to control others and achieve conformity to organisational goals. As an insider ethnographic account it is also possible to demonstrate how the interpretation of these policies, practices, systems and documents are contested. This will involve the exploration of counter networks and the idea of hegemonic and ante-narrative (see Vickers, 2008) This chapter will draw upon and inform Actor-Network Theory (Latour, 1988, 2005; Callon, 1986, Law,1984) in relation to HR and critical HR literature (Watson, 2004, Delbridge & Keenoy, 2010; Vickers & Fox, 2010. Townley, 2005, 2011).

5.            Safety Practices - Espoused theory and practice

The aim of this chapter will be to consider how safety practices are learned and carried out in situ. The employees at the production site having been newly acquired are required to learn new ways of practicing safety. The chapter explores the espoused safety narrative and culture of the organisation and the reality of the everyday practice of safety and how managers, in particular, re-learn to practice safety and reconcile the difference between espoused safety and practice. The chapter will draw upon Communities of Practice theory, especially the ideas of noncanonical communities (Brown and Duguid, 1991) and newcomers as legitimate peripheral participants (Lave and Wenger, 1991) and how this might inform SasP.   

6.            Conclusion

The aim of this chapter will obviously be to draw together the key themes of the preceding chapters. The key themes will be:

-             Theoretical contributions to SasP, Actor-Network Theory, Communities of Practice theory and ethnography.

-             Practical contributions to understanding everyday managerial and organisational practices and how nonhuman actors are involved in those practices.

-             Power relations issues are rife within the account and these will be explored in relation to the wider context of managerialist literature.