4 Discourse, communication and organisational ontology

Brummans, Boris H. J. M.; Cooren, François; Chaput, Mathieu

doi:10.1515/9780748631834-011

Cited by 15 publications

(1 citation statement)

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“…According to Cooren (2018), "anything, in order to be, exist and evolve, has to materialize itself" (p. 281; emphasis in original). Therefore, scholars interested in organizational presence seek to understand the various ways in which an organization comes to be materialized-through processes of presentification (Brummans et al, 2009;Cooren, 2015;Cooren et al, 2008Cooren et al, , 2013-in ongoing interactions between human and nonhuman agents. Organizational presentification matters because material manifestations of organizational being are the basic substance from which any organization can answer questions regarding who they are and why they are authorized to speak or act on behalf of certain issues, problems, or topics.…”

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confidence: 99%

Authorial Incongruity and Organizational Presence(s): A Ventriloquial Analysis of Shadowed Organization

Costantini

Wolfe

2022

Management Communication Quarterly

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This article explores how contradictory sources of authority manifest the organizational presence of a crisis pregnancy center (CPC) in the southeastern region of the United States. As a type of shadowed organization, a CPC’s organizational presence is produced in a tensional space between dialectics of revelation and concealment. With an interest toward understanding these dynamics, we conduct a ventriloquial analysis of CPC’s pamphlets and website to examine how sources of authority produce the CPC as a distinct organization. Through this analysis, we develop the idea of authorial incongruity—the co-presence of multiple and heterogeneous sources of authority—to demonstrate how organizational presence emerges as a byproduct of tensional relations between authorities, which serve as resources for organizations seeking to present themselves as consistently “who they have always been.” The implications of these findings suggest distinct challenges and opportunities for building strategic relations between (shadowed) organizations and various incongruent stakeholder groups.

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confidence: 99%