Managerial Ideologies Dividing the Corporate Elite: A process study of the rise and fall of a counter-ideology

Abstract

In this paper we refocus attention on managerial ideology. We analyze the dynamics of an ideological conflict among members of the transnational corporate elite in a large multinational corporation. Specifically, we trace the rise and fall of a counter-ideology. We identify the discursive, cognitive and social mechanisms driving ideological change and provide a model for ideological contestation inside the organization. Such multidisciplinary explanations have been missing in extant literature, which has either focused on more reductionist explanations of ideological change or on how ideological hegemony is maintained. We contribute a method to ‘excavate’ ideology – a deep sensemaking structure – from narratives. We conclude that managerial ideology is a useful, but often overlooked, concept for understanding how the ambiguity of managerial decision-making can lead to polarization and conflict.

Identity tensions of women with two leadership positions in India

“…A sheer dedication toward leadership responsibilities along with their familial identities made them who they are. Keeping this commonality in mind, we decided to present our findings in a composite narrative style following the suggestion of Willis (2018), and the examples of Fortune and McKeown (2016), Lawthom and Kagan, (2016), Mees‐Buss and Welch (2019), and van Ooijen et al. (2020), among others.…”

“…“The urge to resist typologies and categorizations, and instead to find ways to convey the richness and complexity of an individual’s perspective” (Willis, 2018, p. 476) is the basic tenet of this approach. However, the creation of a composite narrative depends on the extent of similarities among the participants (Mees‐Buss & Welch, 2019; Willis, 2018).…”

“…Our data are derived from in‐depth interviews with 49 women from multiple small towns in India. We analyze the data using grounded theory methods (Glaser & Strauss, 2009; Locke, 2001) and present our findings in the form of a composite narrative (Mees‐Buss & Welch, 2019; Willis, 2018). Findings suggest that leaders perceive their negative identity tensions as the most severe form of patriarchal oppression.…”

“…), and the examples ofFortune and McKeown (2016),Lawthom and Kagan, (2016),Mees-Buss andWelch (2019), andvan Ooijen et al (2020), among others. "The urge to resist typologies and categorizations, and instead to find ways to convey the richness and complexity of an individual's perspective"(Willis, 2018, p. 476) is the basic tenet of this approach.…”

The Strategic Change Matrix and Business Sustainability across COVID-19

“…Thus, a firm combines its competencies and its intellectual data analytics into a relational system designed to deliver its capabilities, resources and its deliverables, whilst producing an ongoing competitive advantage position [23,24]. When competitive advantage is associated with an improved economic performance [25], the firm can achieve further competitiveness.…”