TOWARDS A FRAMEWORK OF PAST, PRESENT AND FUTURE

CEO PRACTICE: TOWARDS A FRAMEWORK OF PAST, PRESENT AND FUTURE John Leaver Briggs 2019 Thesis submitted to the University of Sheffield in partial fulfilment of the requirements for the degree of Doctor of Philosophy The Institute of Work Psychology The Management School The University of Sheffield Acknowledgements I would like to thank a number of esteemed CEOs who originally stimulated this work, alas many of whom are no longer with us I must thank particularly the participant CEOs who recently and so generously gave their time and openly disclosed their rich personal recalls making this inquiry possible En passant, some people provided a disproportionate influence In my case Prof Phil Johnson whose love of philosophy, ontology and epistemology was contagious and Prof Robert Chia who was gracious and enthusiastic in his encouragement I am indebted to my Sheffield supervisors Dr Anna Topakas and Dr Malcolm Patterson, who together joined the journey late; Anna my little tigress, whose penetrating questioning never failed to shake my knowledge tree and Malcolm for his pragmatic wisdom and support However, Prof Harry Sminia, my external supervisor, demands my greatest gratitude He bravely took me on in my autumn years and nursed me all the way through this lonely and often tempestuous journey I was not an easy scholar, if I was one at all, but Harry gave me an inordinate amount of his time, patience and erudition I could not have had a better guide, mentor and honest friend Words are inadequate; I owe him a debt that I can never repay I am also extremely grateful to my examiners Profs Mackay and Zundel whose vigorous interrogation and suggestions were very constructive and added much to the thesis Above all, I apologise to my wife for my obsessive nature and thank her for her unlimited devotion and patience in all our 57 years together She sacrificed much on the altar of my egotism and curiosity, not least in this latter period To Jeff, my son-in-law, I thank him for his computer remedies, patience and recommendations Finally, I thank Mr Andy Howard and Dr Graham Hurst with whom, every Wednesday evening I found release over a couple of pints of beer i Abstract This qualitative inquiry makes a credible contribution to knowledge by considering the past, the present and the future a small cadre of CEOs as they dwell, transition and manoeuvre within emerging sociomaterial practices The researcher, who has taken a similar path and is largely an invisible participant, gives this inquiry a particular, if biased, piquancy Essentially, the work examines, why and how CEOs engaged and learn to play the business game and lead It unveils, in its visceral animus, something of what really goes on and what-it-is-like-to-be-there withiin the dynamics of strategic conduct Ontologically, the inquiry takes a process stance on being and becoming and, in epistemology, a practice-based, temporal framework It is not overly concerned with theory development, but rather with embodied, sociomaterial practices, where it emphasises CEO dwelling and continuing doings in the temporal, lived -‘felt’- world The findings suggest the essential impact of contingent interruptions and their affordance in business The CEO must sense, make sense of, clarify, give meaning to and manage these opportunities as they unfold This draws attention to how the past and future are brought into the present, where suffused in identities, sensibilities and emotions this temporality culminates in ‘know how’ Put otherwise, a practical intelligibility and understandings that combine in unaware routines and deliberate intentions, creating teleoeffective performance Here, and in the functionalities of their job, despite their idiosyncratic backgrounds, CEOs share more than divides them The CEOs are revealed as competitive, combative, somewhat self-centred, yet caring works in progress They are often besieged by capricious and captious doings, when entangled within anticipated but unknowable outcomes What is certain is that there is no such thing as a subjective or emotionally free space in strategic conduct ii Table of Contents CHAPTER THE GENERAL INTRODUCTION 1.0 1.1 1.2 1.3 1.4 1.4.1 1.4.2 1.4.3 1.4.4 1.4.5 1.5 1.6 1.7 THESIS OVERVIEW, CONSIDERATIONS AND APPROACH .1 CHAPTER CONSTRUCTION GENERAL ORIGIN AND BACKCLOTH AND OUTCOME OF THESIS .5 CAVEATS: RESEARCHER, FIELD, GROUNDINGS, AIMS AND DOINGS .13 SOME KEY TERMS .15 WHAT IS MANAGEMENT 15 WHAT IS MANAGING 16 WHAT IS MANAGEMENT PRACTICE 20 WHAT IS AGENCY 27 WHAT IS STRATEGY 30 THE GENERAL MILIEU OF MANAGEMENT: WORK ORGANISATION .33 CONTOURS OF CEOS, THEIR WORK AND ACCOUNTABILITY 42 GENERAL DISCUSSION .47 CHAPTER LITERATURE REVIEW 51 2.0 2.1 2.2 2.2.1 2.3 2.3.1 2.3.2 2.3.3 2.3.4 2.3.5 2.3.6 2.3.7 2.3.8 2.3.9 2.3.10 2.3.11 2.3.12 2.4 2.5 2.6 2.7 PREFACE 51 CHAPTER CONSTRUCTION 52 INTRODUCTION 52 CONSIDERATIONS OF PROCESS THEORY 54 PHILOSOPHICAL, THEORETICAL FRAMINGS AND TEMPLATES .60 LEARNING-IN-ACTION .62 KNOWLEDGE AND KNOWING 67 TRANS-ACTIONAL AGENCY, WEAK INDIVIDUALISM, RELATIONALISM AND SITUATIONALISM IN CONSTITUTIVE PROCESS 71 PRACTICE MOMENTS 74 PRACTICE THEORY 82 SENSES AND SENSING MOVEMENTS 87 PERSPECTIVES AND OVERVIEW OF SENSEMAKING AND CONSOCIATIONS 90 IDENTITY .98 STYLES AND ROLES 103 CORPORATE STYLES, CULTURES AND ETHOS 105 AFFECTS AND EMOTIONS 106 SUMMARY OF THEORETICS FRAMINGS AND TEMPLATES 113 PRACTICED-BASED APPROACH .113 STRATEGY-AS-PRACTICE 122 SOME OBSERVATIONS ON STRATEGIC MANAGEMENT THEORETICS 134 WEAVING TOGETHER THE THREADS: PAST, PRESENT AND FUTURE IN TEMPORALITY AND CONFIRMING THE RESEARCH QUESTION(S) 135 CHAPTER METHODOLOGY AND METHODS 143 3.0 3.1 3.2 3.3 3.3.1 3.3.2 PREFACE .143 CHAPTER CONSTRUCTION 143 INTRODUCTION 144 GENERAL RESEARCH APPROACH 144 RESEARCH STRATEGY, PLAN, GROUNDING AND UNDERPINNING .145 PHILOSOPHICAL, THEORETICAL FRAMINGS AND TEMPLATES .147 3.4 3.4.1 3.4.1.1 3.4.1.2 3.4.1.3 3.4.1.4 3.4.1.5 3.4.2 3.4.3 METHODS AND METHODOLOGY 148 OBJECTIVE, CASE, SCOPE, CONCERNS AND PARTICIPANTS 149 OBJECTIVE 149 CASE 150 SCOPE 150 CONCERNS 151 PARTICIPANTS .153 DATA AND COLLECTION DETERMINANTS 157 PROCEDURES: CODING, CATEGORIES, PROCESS CONCERNS AND TEMPORAL ANALYTICS 165 CHAPTER PAST AND PRESENT: FALLEN AND FALLING 176 4.0 4.1 4.2 4.3 4.4 4.5 4.5.1 4.5.2 4.5.3 4.5.4 4.5.5 4.6 4.6.1 4.6.2 4.6.3 4.6.4 4.7 4.7.1 4.8 4.9 GENERAL EMPIRICAL PREFACE .176 CHAPTER CONSTRUCTION 178 INTRODUCTION 179 EMPIRICAL PERSPECTIVE .181 DEFINITIONS: VOLITIONS, AMBITIONS AND (DE) MOTIVATIONS 183 DASS-SEIN: THAT-IT-IS, THAT SOMEONE IS MOTIVATED, AMBITIOUS OR DEMOTIVATED 184 ANALYSIS: CEOS IN-THE-MAKING 184 VOLITIONS IN PRACTICE 186 AMBITIONS IN PRACTICE 187 MOTIVATIONS IN PRACTICE 189 DEMOTIVATIONS IN PRACTICE 193 WIE-SEIN OR SO-SEIN: HOW SOMETHING IS WHEN MAKING SENSE OF THINGS 195 HOW THE PAST INFORMS BEING 196 HOME ENVIRONMENT AND SCHOOLING 197 TERTIARY EDUCATION AND EARLY WORK EXPERIENCE .201 BROADENING MANAGERIAL EXPERIENCE AND PROFICIENCY 206 WAS-SEIN: WHAT SOMETHING IS LIKE WHEN YOU GET THERE 213 WHAT THE CEOS FOUND WHEN THEY FIRST MADE IT .213 FINDINGS .217 DISCUSSION 219 CHAPTER PRESENT: FALLING .223 5.0 5.1 5.2 5.3 5.4 5.5 5.6 5.7 5.7.1 5.7.2 5.7.3 5.8 5.8.1 5.8.2 5.8.3 5.8.4 5.8.5 RÉSUMÉ 223 CHAPTER OUTLINE 223 CHAPTER CONSTRUCTION 224 EXPERIENCE .225 INTERRUPTIONS/DISLOCATIONS 225 CEO LABOUR 227 EMPIRICAL PERSPECTIVES .228 INTERRUPTIONS: EXPERIENCES OF THE PARTICIPANT CEOS 229 INTERRUPTIONS AND EMERGENT (RE)ALIGNMENTS 236 INTERRUPTIONS AND DIRECTED (RE) ALIGNMENTS .237 CONTEXTUAL PARADOX 240 STRATEGY MANAGEMENT 240 STRATEGIC PLANNING, FLEXIBILITY AND DOINGS 245 STRATEGIC CONSIDERATIONS .247 STRATEGIC LOCATION, SELECTION AND RESPONSIBILITY 250 STRATEGIC WAYS OF BEING IN THE WORLD 252 STRATEGIC PRACTICE 254 5.8.6 5.8.7 5.8.8 5.9 5.10 5.11 5.11.1 5.11.2 5.12 STRATEGIC COPING 255 STRATEGIC PRESCRIPTIONS 256 SOME EXAMPLES OF RELEVANT STRATEGIC TALES .262 BRIEF REFLECTIONS ON STRATEGIC THEORIES .265 ISOMORPHISM OF STRATEGIC CONDUCT 266 GENERAL EMPIRICAL PERSPECTIVES AND FINDINGS .268 EMPIRICAL PERSPECTIVES .268 EMPIRICAL FINDINGS .270 DISCUSSION 271 CHAPTER PRESENT AND FUTURE: FALLING AND PROJECTIONS .273 6.0 6.1 6.2 6.3 6.4 6.4.1 6.4.2 6.4.3 6.4.4 6.4.5 6.4.6 6.4.7 6.4.8 6.4.9 6.5 6.5.1 6.5.2 6.5.3 6.5.4 6.5.5 6.5.6 6.5.7 6.5.8 6.6 6.6.1 6.6.2 6.7 6.7.1 6.8 6.9 6.9.1 RÉSUMÉ 273 CHAPTER CONSTRUCTION 273 INTRODUCTION 274 BEING-THERE-TOWARD-POSSIBILITIES IN PERFORMATIVITY 275 SENSING, SENSEMAKING AND MEANING STRUCTURES IN PRACTICE 281 SENSING IN PRACTICE .281 SENSING THROUGH THE LENS OF THE CEO .282 SENSEMAKING IN PRACTICE 285 SENSEMAKING THROUGH THE LENS OF THE CEO 289 SENSE GIVING AND THE MANAGEMENT MEANING IN PRACTICE .299 SENSE GIVING AND THE MANAGEMENT OF MEANING THROUGH THE LENS OF THE CEO 300 EMPIRICAL PERSPECTIVES ON SENSIBILITIES 310 EMPIRICAL FINDINGS ON SENSIBILITIES 312 COMMENTS AND DISCUSSION .314 HOW THE CEOS SEE THEIR JOBS: WHO AND WHAT THEY ARE 319 ESPOUSED THEORIES-IN-USE AND ACTUAL THEORIES-IN-ACTION 320 STRATEGIC CREATIVITY IN TEMPORALITY 325 CEO IDENTITY 333 CEO STYLES AND ROLES 336 CORPORATE STYLES, CULTURES, ETHOS AND CEO CULPABILITIES 339 CEO LEADERSHIP AND MANAGEMENT .345 EMPIRICAL PERSPECTIVES AND FINDINGS ON HOW CEOS SEE THEIR JOB: WHO AND WHAT THEY ARE 345 OBSERVATIONS AND DISCUSSIONS .347 SELF, AS A STATE OF MIND: MOODS AND EMOTIONS 349 REFLECTIONS ON MOODS IN CEO PRACTICE 350 CARINGS, PASSIONS AND WELLBEING CONCERNS 354 BEING-THERE: EMOTIONAL EXISTENCE .358 BEING-THERE-ALONGSIDE, THAT IT IS (INTERSPERSED WITH AUTOETHNOLOGICAL INTERVENTIONS OF THE RESEARCHER) .370 CEO LEADERSHIP AND MANAGEMENT .377 EMPIRICAL PERSPECTIVES AND FINDINGS: EMOTIONAL EXISTENCE 377 GENERAL OBSERVATIONS AND DISCUSSIONS 378 CHAPTER RÉSUMÉ AND FINAL CONCLUSIONS COMPLETING THE ANALYTICAL FRAMEWORK AND DISCUSSIONS 382 7.0 7.1 7.2 7.3 7.4 RESTATEMENT OF INTEREST 382 ACADEMIC REFLECTIONS ON THE STUDY APPROACH 382 CHAPTER CONSTRUCTION AND EMPHASIS 383 THE QUESTION 384 METHODOLOGICAL RÉSUMÉ AND CONCERNS 385 7.5 7.6 7.7 7.8 7.9 7.10 7.10.1 7.10.2 7.10.3 RÉSUMÉ OF THE PHILOSOPHICAL AND THEORETICAL ACCREDITATIONS 385 EXORDIUM 387 CONCLUSIONS 390 GENERAL CLAIM: FRAMEWORK AND GROUNDING 407 SUMMARY AND GENERAL DISCUSSION 409 CONTRIBUTION AND OBSERVATIONS 415 CONTRIBUTION 415 LIMITATIONS .419 FUTURE OPPORTUNITIES: AN AGENDA .420 APPENDIX RESEARCH PROJECT PARTICIPATION INFORMATION SHEET.424 APPENDIX FORMAL INTERVIEW QUESTIONS ON STRATEGIC DOINGS AND BACKGROUND .425 REFERENCES 426 TABLE OF TABLES TABLE TABLE TABLE TABLE TABLE THE EVOLVING UPPER ECHELON STREAMS OF RESEARCH 44 TRANSLATING AFFECTIVE TERMS .110 THEMES OF ONGOING TEMPORALITY AND CONCEPTS 138 TEMPORAL DIMENSIONS AND CODING CATEGORIES 166 AMBITIONS AND (DE) MOTIVATIONS 185 TABLE OF FIGURES Figure 1: The Practice-based View 25 Figure 2: Practice as Social Becoming 26 CHAPTER THE GENERAL INTRODUCTION 1.0 THESIS OVERVIEW, CONSIDERATIONS AND APPROACH I keep six honest serving-men (They taught me all I knew); Their names are What and Why and When And How and Where and Who: Kipling, (1985-1936) The purpose of this study is to try to understand what actually goes on during the strategic conduct of the firm, a fluxing nexus of visions involving the past (experience), the present (doings) and the future (wants) (Albert and Bartunek 2017; Reinecke and Ansari 2017) In emphasising the temporal development and participation of the Chief Executive Officer (CEO), the thesis argues that their role in strategic work is pivotal and decisive However, in the empirical sensitivity of strategic practices1, all may not be as neat and calculative as theory sometimes suggests (Mintzberg et al 2008; Schmidt 2017) What actually goes on in strategic conduct, this grounding of firm performance? How CEOs, who are principally accountable for performance, gain and develop the necessary skills that allow them to challenge, shape and lead in an emerging, messy “dialectic milieu of action”? (Ingold 2000; Merleau-Ponty 1966, p 169) Where and when CEOs believe that they learn to play this often-confounding business game? (Alkemeyer and Buschmann 2017; Schmidt 2017) Practices, are the doings and sayings of action, their orderings and enactments, They intermesh in an extending plenum that is the texture of human coexistence (Schatzki 2002, p.149) Why they continue to take part in this entangled predicament? (Barsade 2002; Barsade and Gibson 2007) Certainly, strategic conduct can be confusing; a conflicting and highly contested realm where much is environmentally enshrouded and emergent action can be opaque and emotional Often it just appears to happen, with luck playing no little part (Chia and Holt 2006 2009; Barney 1986a 1991; Finkelstein, Hambrick and Cannella 2008; Haslam 2004; Fineman and Associates 2008; Langley, Smallman, Tsoukas and Van de Ven 2013; Mintzberg 2009) In its broad sweep this study is not intended to produce a strategic theory of practice (Ortner 1984 2006), but focuses on the temporal realities of socially sensitive, sometimes arcane, ‘felt’ transaction and transpositions of CEOs This anima mundi takes place in the durée of time and consists of processes that span past, current and future reflections (Bergson 1911/1914) Here, “process has to be understood as the continuous coming-to-presence of forms and objects of everyday life…and reality as the realization of the world as a source of appearances and forms rather than their objective existence” (Cooper 2014, p 585) Inevitably, this inquiry bears upon the CEOs’ realities of becoming2 and being3, registering their temporality nurtured in thrownness, fallen, falling and projections4 (see also section 2.3.4) It particularly concerns their intelligible activity as they live, dwell and find a way in the business world (Chia 2017b; Bergson 1911/1914; Becoming: defined here simply as a coming into view or the conception of an approaching expectant yet unrealised future It is the perspective of an accumulative being or existence, the temporal past, present and future and is much elaborated throughout this work Being: is the human intelligibility to make sense of things Being embraces all modalities of “is”: that something is (Dass-sein), how something is (Wie-sein or So-sein), and what something is (Was-sein) (Heidegger 1982) In sum, being is the “how” of the possible accessibility of entities, the mode in which entities can manifest themselves to other entities (Schatzki 1992, p.85; see lit search and chapt.5 this thesis) Thrownness, fallen, falling and projections is existence, proximally and for the most part alongside in an absorption in the world “Thrownness is the facticity of it being delivered over” into the world; “fallen” is the world past; “falling produces an essential structure of human being” in the present, whilst “projections” are anticipations of the future (Heidegger 1927/1962 pp.133-140 346 383, Chapter V section 38) Hambrick, Finkelstein and Mooney 2005; Heidegger 1927/1962; Schatzki 2002; Whitehead 1929/1978) Given these wide reaching pronouncements, it is already possible to outline a tentative research question that will largely focus this study This is later reaffirmed (section 2.7) in the Literature Review: What influences the emerging realities of Chief Executive Officers’ existence and how, in strategic conduct, are they embedded in and create nurturing practices that promote, at least minimally, the survival of their enterprise in an ever-changing world? In this qualitative enquiry, the unit of analysis is the temporal conduct of the CEO chartered within strategic practice Drawing from the Literature Review (see chapter of this thesis) the study adopts a process-practice based approach that in its temporal contemplations is grounded and supported by the published reaches of philosophy and management theory However, the practical, everydayness of “being and doing”, always remains primary (Heidegger 1927/1962 ff.; Jarzabkowski 2005; Jarzabkowski, Le, and Spee 2017; SamraFredericks 2003 2005 2015; Schatzki 1996 2002 2010; Zundel 2012) Empirically, this investigation examines the narrated experiences of a tractably small sample of accomplished CEO practitioners In their recalls, they disclose their volitions and something of their attainment of skills, insights and ongoing concerns Not least, they reveal their attitudes, manner, style and feelings when “dwelling” and engaged in strategic practices (Chia and Holt 2006 2009; Ingold 2000, pp 172-182) Importantly, time or its passage, often used interchangeably, is not considered a dead factor, but the very life of these processes Every act in the present (an interruption) exhibits some potentiality (an affordance) for what may come in the future (a projection) and is embedded in what has been (the past) retaining the significance of experience (Dreyfus and Dreyfus 2005; 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