Strategies for Distributed and Collective Action

Martin Kornberger is Chair in Strategy and International Management at the University of Edinburgh and a research fellow at the Vienna University of Economics and Business. He has lived and worked in Australia (University of Technology Sydney as Associate Professor in Design and Management and as Research Director of the Australian Creative Industry Innovation Centre), Denmark (Copenhagen Business School as Professor of Strategy and Organization) and France (EM Lyon as Professor of Management Innovation). He has also been a Visiting Professor or Fellow at Stockholm University, KTH Royal Institute of Technology, Stockholm, and Aoyama Business School, Tokyo. With his philosophical background and rather eclectic bookshelf behind him, his work explores strategies for and organization of new forms of distributed collective action.

• 1: Introduction: Collective Action in Crisis?Part I. Inventory: Modes of Collective Action2: Invisible Hand Explanations: Emergence, Markets, and Collective Action3: Visible Hand Explanations: Hierarchy, Management, and Collective Action4: Institutional Explanations: Commons, Conventions, and Collective Action5: Grassroot Explanations: Movements, Identity, and Collective ActionPassage6: Changing Landscapes, New Maps: Conditions of the Possibility for Distributed and Collective ActionPart II. Discovery: Figures of Thought for Distributed and Collective Action7: On Purpose: Concerns, Symbols, North Stars8: Organizing the Open: Interface Design, Participatory Architectures, and Evaluative Infrastructures9: Network Strategy: A Sense of Direction10: Enter the Diplomat: Leading Distributed Collectives11: In Conclusion: The 18th Camel

Kornberger dives more deeply into the foundational assumptions and epistemologies of different theoretical traditions, reanimating long familiar arguments for seasoned readers and inviting graduate students to engage critically with classic texts and novel social phenomena. Each wave of theorizing about organization was grounded in the experience of specific episodes of sweeping social change or organizational innovation.