Interactive Research in Entrepreneurship †Free Samples to Students

Question: Discuss about the Interactive Research in Entrepreneurship. Answer: Introduction: Practice as a philosophy refers to the mode of engaging in the practice in any organisation or work that represents the understanding of the organisational reality. It refers to use of set of values that guides the professional behaviour, ethical decisions and what should be practiced day in and day out. It refers to commitment to an ontology where practice is considered as constitutive of organisational reality. Practice as phenomenon refers to commitment to understanding what professionals do in their practice that is critical to obtain the organisational outcomes. The difference between practices as philosophy and practice as a phenomenon is the change in lived experiences. It is the gap in what is believed and the lived reality (Bueger and Gadinger 2014). This mode is useful to understand what is happening in the practice ground and get closer to it. Practice as perspective refers to the shift from the micro-aspects and the mundane activities of organisation. In other words, it i s the mode of establishing the practice on specific conceptual grounding such as certain theories. It differs from the philosophy because perspective is the attitude towards what is being done. Considering the management studies the use of strategy as practice is an addition to the repertoire of approaches and ideas that in turn is used by the research scholars to understand an organisational outcomes. Therefore, in this regard the practice as phenomenon refers to the value of involving with the everyday activities of organizing has been foregrounded. The practice as perspective refers to valuing the practice theories that guides the examination of the specific organizational phenomena. On the other hand, the practice as a philosophy gives value to understanding the practice as a constitutive of reality (Orlikowski 2010). It is the perspective that guides ones philosophy. However, without the phenomenon it is difficult to understand what professionals do in their practice that is critical to obtain the organisational outcomes. The difference between practices as philosophy and practice as a phenomenon is the change in lived experiences. Although all the three are important, philosophy is most useful in practice as it gives different perspectives to understand different viewpoints in understanding the practice. Inquiry of phenomenon can take place only by having the perspective of philosophic thought. Then the philosophy becomes the navigational tool. It can be remodelled again and again as it emerges from the foundational principles and because the years of evidence gives deeper perspective of the broad picture (Golsorkhi et al. 2010). The narrative practices help the organisational practioners to implement the strategy with the new zeal and purpose to meet the organisational mission. Story telling is one such practice where narrating ones own actions, chance of natural happening and actions of others appear to meaningfully contribute to fulfilment of the personal and social aims. The limitation of the storytelling is the supplement but not the replacement of the existing perspectives. The other forms of narrative practices are mission statement, values, policy documents, annual reports and the action plan that makes the strategy successful. In business context, successful strategy of marketing a product requires narrative practices such as marketing campaigns, or announcements in media. The five ways in which the strategy as a practice can be assisted by the narratology are humanising strategy research, dealing with equivocality, accounting adequately for polyphony, understanding outcomes, and sensitivity to issue s of power (Brown and Thompson 2013). These narratives as artefacts acts as archive representing the core commitments and concerns of the organisation. Consequently, it affects the outcomes of strategy. The narrative practice also includes documenting the preferred way of thinking, interacting, talking, which help to focus on the organisational stories that allows to envision the strategic plan encounter as an opportunity to engage the imagination and its creativity. Thus, it ensures that the strategy is successful (Miskimmon et al. 2014). Strategy is considered a discursive practice in business. For any decision making, the use of strategy is the dominant discourse. Participation in decision-making can be constrained or enabled by use of specific discursive practice. Strategists involve in critical analysis as the language of strategy has power implications. Specific discursive resources can be adopted for strategic purposes. Using particular discursive practices extensively makes the strategies legitimate (Orlikowski and Scott 2015). Responsibility and sustainability as an alternative discourses can be introduced for displacing the elevation of an instrumental rationality. Identity in an organisation can be constructed by the discourse of strategy. It can also construct the subjectivity. The strategist using the strategy language can diffuse for instance as fad and fashion. From the managerial point of view, the use of discursive practice by a strategist provides new of opportunities for long-term planning and develo pment of the business. For a strategist, strategic planning using discursive storytelling can be conceptualized as the art of balancing tensions and subjectives of multiple strategists on strategy in a paradox lens may in fact co-exist (Dameron and Torset 2014). Practice approach is useful for the practicing mangers for planning, assessing and setting goals, developing the goals into actions, task execution, monitoring the results and analysing the overall effectiveness of the strategy. For a practice manager taking the practice approach is useful to address the risk and uncertainty for management consultants. In business, it can be financial risks. A risk is driven by both theory and practice and the practice manger needs to understand the uncertainty. In this situation, practice may involve use of consistent theories and models. For example in nursing the practice manager may use the person centred care practice approach. Similarly, in business context the people centric approaches to the management has been found appropriate for the practice managers. Important strategy practice is the narratorship, the formulation and performance of narratives. Narratological perspective may inform the practice approach. The best practice approach is the use of strategy that is evidence based for its effectiveness and impact. Evidence refers to the expert opinions, research, field lessons, and theoretical rationale (Johannisson 2014). References Brown, A.D. and Thompson, E.R., 2013. A narrative approach to strategy-as-practice.Business History,55(7), pp.1143-1167. Bueger, C. and Gadinger, F., 2014.International practice theory: new perspectives. Springer. Dameron, S. and Torset, C., 2014. The discursive construction of strategists' subjectivities: Towards a paradox lens on strategy.Journal of Management Studies,51(2), pp.291-319. Golsorkhi, D., Rouleau, L., Seidl, D. and Vaara, E. eds., 2010.Cambridge handbook of strategy as practice. Cambridge University Press. Johannisson, B., 2014. The practice approach and interactive research in entrepreneurship and small-scale venturing.Handbook of research methods and applicafions in entrepreneurship and small business, pp.228-258. Miskimmon, A., O'Loughlin, B. and Roselle, L., 2014.Strategic narratives: Communication power and the new world order(Vol. 3). Routledge. Orlikowski, W.J. and Scott, S.V., 2015. Exploring Material?Discursive Practices.Journal of management studies,52(5), pp.697-705. Orlikowski, W.J., 2010. Practice in research: phenomenon, perspective and philosophy.Cambridge handbook of strategy as practice, pp.23-33.