Professor Jane Lê
Chair of Strategic Management
Jane is Professor of Strategic Management. Her research explores strategy in complex settings, particularly how organizations manage multiple competing goals. Jane is on the editorial boards of Organization Studies, Strategic Organization, and Organizational Research Methods (Associate Editor 2020-2024).
Professor Jane Le is internationally recognized for her work on strategic complexity and how organizations manage multiple competing goals. Currently, Jane’s research is focused on three strands:
- Strategy as Practice
Jane’s work focuses on how people in and around organizations actually do strategy in practice. Her work in this area has been funded by the ESRC and British Academy, and published in premier outlets like the Academy of Management Journal and Organization Science.
- Paradox in Organizations
This stream of work seeks to garner better understanding of how people in organizations manage multiple competing goals, within and across organizations. This work has been supported by an ARC Discovery Grant (2016-2019) and has been published in key handbooks and journals like Organization Studies and Strategic Organization. It was awarded the SO! WHAT Best Paper Award in 2018 and an Organization Studies Editorial Pick in 2017.
- Organizational Research Methods
Jane is passionate about qualitative research and qualitative research methods. She has written on various aspects of the research process, including data collection and analysis, and specifics of process research, studying paradox, and CAQDAS. Her most recent work aims to illuminate the practice of research methods, including designs-in-use and ways of innovating methods. She is on the Organizational Research Methods editorial board and will become Associate Editor in 2020.
Organizational Research Methods
The practice of innovating research methods
Lê, J.K. & Schmid, T. (forthcoming)
Research in the Sociology of Organizations
The generative potential of Niklas Luhmann’s theorizing: How decision paradox and deparadoxization can illuminate paradox theory
Seidl, D., Lê, J.K. & Jarzabkowski, P. (forthcoming)
Research Methods in Strategy and Management, Vol 11, Ed. Brian Boyd, T. Russell Crook, Jane Lê and Anne Smith. Emerald. Publications, pp. 1-14.
Is it all a game? Rankings, journal lists, and the contemporary role of book chapters
Crook, T.R., Lê, J.K., Smith, A. (2020)
Research Methods in Strategy and Management, Vol 11, Ed. Brian Boyd, T. Russell Crook, Jane Lê and Anne Smith. Emerald. Publications, pp. 1-14
Why research methodology in strategy and management remains as important as ever
Lê, J.K., Smith, A. & Crook, T. R. & Boyd, B. K. (2019)
Research Methods in Strategy and Management, Vol 11, Ed. Brian Boyd, T. Russell Crook, Jane Lê and Anne Smith. Emerald. Publications, pp. 115-154
An Integrative Review of Qualitative Strategy Research: Presenting 12 ‘Designs-in-Use’
Lê, J.K. & Schmid, T. (2019)
Academy of Management Journal, 62(3): 850-882.
The social practice of co-evolving strategy and structure during mandated radical change.
Jarzabkowski, P., Lê, J.K. & Balogun, J. (2019)
Perspectives on Process Organization Studies: Dualities, Dialectics, and Paradoxes, Ed. Moshe Farjouhn, Wendy Smith, Ann Langley, and Haridimos Tsoukas. Oxford University Press, Oxford, United Kingdom, pp. 175-189
Studying Paradox as Process and Practice: Identifying and Following Moments of Salience and Latency
Jarzabkowski, P., Bednarek, R. & Lê, J.K. (2018)
Oxford Handbook of Organizational Paradox: Approaches to Plurality, Tensions and Contradictions, Ed. Paula Jarzabkowski, Marianne Lewis, Wendy Smith, and Ann Langley. Oxford University Press, Oxford, UK, pp. 490-509
Paradox in everyday practice.: Applying practice-theoretical principles to paradox
Lê, J.K. & Bednarek, R. (2017)
SAGE Handbook of Process Organization Studies, Ed. Ann Langley and Haridimos Tsoukas, Sage Publications, London, United Kingdom, pp. 237-251
Taking a strong process approach to analysing qualitative process data
Jarzabkowski, P., Lê, J.K. & Spee, A. P. (2017)
Organization Studies, 38(3-4): 433-462
We have to do this and that? You must be joking: Constructing and responding to paradox through humor
Jarzabkowski, P. & Lê, J.K. (2017)
Organization Studies, 36(10): 1285-1313
Selling the Object of Strategy: How Frontline Workers Realize Strategy through their Daily Work
Balogun, J., Best, K. & Lê, J.K. (2015)
British Journal of Management, 26(3): 439-462
The role of task and process conflict in strategizing
Lê, J.K. & Jarzabkowski, P. (2015)
British Journal of Management, 26(S1): 1–12
Materializing strategy and strategizing material: Why matter matters
Dameron, S., Lê, J. K. & LeBaron, C. (2015)
Cambridge Handbook of Strategy as Practice (2nd Edition): p. 582-597. Edited by Golsorkhi, D., Rouleau, L., Seidl, D. and Vaara, E. Cambridge: CUP
The material turn in organization studies and strategy-as-practice
Lê, J.K. & Spee, A. P. (2015)
Strategic Organization, 12(4): 274-87
Producing persuasive findings: Demystifying ethnographic textwork in strategy and organization research
Jarzabkowski, P. Bednarek, R. & Lê, J.K. (2014)
How constructions of the future shape organizational responses: Climate change discourse in the Canadian oil sands
Lê, J. K. (2013)
Strategic Organization, 11(3): 245-80
Responding to competing strategic demands: How organizing, belonging and performing paradoxes co-evolve
Jarzabkowski, P., Lê, J. K. & Van de Ven, A. (2013)
Strategic Organization, 11(3): 329-44
Strategy-as-Practice meets Neo-Institutional Theory
Suddaby, R., Seidl, D. and Lê, J.K. (2013)
Organization Science, 23(4): 907-927
Toward a theory of coordinating: Creating coordinating mechanisms in practice
Jarzabkowski, P., Lê, J. K. & Feldman, M. (2012)
J. Dutton & A. Carlsen (Eds), Generativity in Doing Qualitative Research. Copenhagen: Copenhagen Business School Press
Touching data: Revelation through Energetic Collaboration
Lê, J.K. & Jarzabkowski, P. (2011)
International Journal of Human Resource Management, 21 (1), 17-45.
To move or not to move: A question of family?
Lê, J.K., Tissington, P. & Budhwar, P. (2010)
T. Lawrence, B. Leca and R. Suddaby (Eds), Doing Institutional Work (pp. 284-316). Cambridge: Cambridge University Press
Doing which work? A practice approach to institutional pluralism
Jarzabkowski, P. Matthiesen, J.K. & Van de Ven, A. (2009)
Human Resource Development Review, 7 (2), 142-164
The four-factor taxonomy of relocation outcomes
Matthiesen, J.K. & Tissington, P. (2008)
The Psychologist, 20 (3), 144-147.
Gaining access to organisations – Foot in the door or door in the face?
Matthiesen, J.K. & Richter, A. (2007)