The introduction of algorithmic decision-making into organizational reality is strategic in (at least) two respects: first, what strategic visions and ambitions underpin decisions to develop and deploy algorithms? And second, how do algorithms, once introduced, shape organizations’ strategic capabilities? Underlying these questions is a concern with explainability; if strategy is the organization’s means of making itself known to itself and others (Holt, 2018), what happens when this knowing becomes algorithmic? In this paper, we offer a conceptual framework for answering this question. To do so, we define strategizing algorithms as the organization of blended valuation, understood as valuation practices that are performed by multiple (human/non-human) actors in conjunction. To further specify such practices, we suggest that strategizing algorithms reconfigure the rationality of strategy-making along temporal, spatial, and agential axes.
Original languageEnglish
Publication date2023
Publication statusPublished - 2023
Event39th European Group for Organizational Studies Colloquium: Organizing for the Good Life: Between Legacy and Imagination - University of Cagliari, Cagliari, Italy
Duration: 6 Jul 20238 Jul 2023
Conference number: 39


Conference39th European Group for Organizational Studies Colloquium
LocationUniversity of Cagliari
OtherThe purpose of the 39th EGOS Colloquium 2023 is to understand the organizing of a good life as the encounter of legacy and imagination. The former refers to an organization’s ability to build on its own history and to respect the cultural values of the social contexts in which they operate. The latter refers to an organization’s capacity to build better futures through continuous innovation. To gain such an understanding, several questions come to mind:<br/><br/> How can we design workplaces that promote imagination and wellbeing?<br/><br/> How can organizations reconcile profit-making with the wellbeing of their communities?<br/><br/> How can the engineering of good life in organizations lead to dysfunctional consequences?<br/><br/> How do we theorize legacy and imagination in organization studies?<br/><br/> How can legacy promote imagination, innovation, and competitive advantage?<br/><br/> How can legacy encourage sustainability, inclusion, and ethics?<br/><br/> Under what conditions does legacy promote change/rigidity?<br/><br/> How does legacy contribute to or detract from building a good life?<br/><br/> How does legacy differ across cultures?<br/><br/> What are the benefits and shortcomings of imagination?<br/><br/>The EGOS Colloquium 2023 will be hosted in Cagliari (Italy), a city with a millenary history, culture, and wild nature. A territory where tensions between past and present, nature and progress, physical and virtual, local and global/international become more evident as they shape Sardinians’ daily life.<br/><br/>These contradictions between legacy and contemporary demands have fostered original thinking, creativity, innovative use of traditional resources. Imagination is translated not only into superb gastronomic tastes and entrepreneurial initiatives but also in building a virtuous ecosystem to redevelop abandoned areas. This is the case of the conversion of Sulcis mines into the production of the spirulina algae, a unique project created by the close collaboration between local firms and the university.<br/> <br/>In this context, the University of Cagliari, established in 1620, plays a central role in preserving the past, protecting the environment, stimulating vivid imagination through multidisciplinary, and nurturing entrepreneurial mindsets. The philosophy of the University of Cagliari appears simple and challenging at the same time: “We should not limit ourselves to the present, but we should reinvent the past to build a better future.”
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