Shared Meaning as a Sales Inducement Strategy: Bank Teller Responses to Frames, Reinforcements, and Quotas

DiSanza, James R.

doi:10.1177/002194369303000202

Cited by 10 publications

(7 citation statements)

References 25 publications

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“…Furthermore, if those personal experiences conflict with current organizational persuasive efforts, past personal experiences not only will guide interpretation, but organizational discourse also is likely to be interpreted negatively and dismissed (DiSanza, 1993). If the organization is unsuccessful at shaping members' early identification, experiences may be negative.…”

Section: Discussionmentioning

confidence: 99%

“…If the organization is unsuccessful at shaping members' early identification, experiences may be negative. Furthermore, if those personal experiences conflict with current organizational persuasive efforts, past personal experiences not only will guide interpretation, but organizational discourse also is likely to be interpreted negatively and dismissed (DiSanza, 1993). A variety of organizations attempt to actively manage their cultures with elaborate campaigns to establish and inculcate corporate values.…”

Section: Discussionmentioning

confidence: 99%

See 1 more Smart Citation

“Everybody Identitiefies with Smokey the Bear”

DiSanza

Bullis

1999

Management Communication Quarterly

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This article is a study of employee responses to identification inducements in a newsletter at the U.S. Forest Service. A systematic analysis indicates that the Forest Service attempts to induce identification through strategies and tactics embedded in the newsletter. The data revealed four employee responses to the newsletter content. Nonidentification responses do not produce feelings of identification. Textual identification responses manifest feelings of identification, as readers link themselves to the organization through newsletter depictions. Contextual identification requires evoking memories of past organizational participation if the person is to manifest feelings of membership in response to the newsletter. Finally, disidentification responses are associated with feelings of separateness from the organization. The implications of these findings are discussed.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

“Everybody Identitiefies with Smokey the Bear”

DiSanza

Bullis

1999

Management Communication Quarterly

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“…The current study suggests that developing an awareness of strategy is contingent upon the effective dissemination of strategy-specific information by involved managers (DiSanza, 1993;Frankwick et al, 1994) resident at various managerial levels (Thomas et al, 1994) to boundary personnel. Consequently, this study was devised to capture specific information about the role of perceived clarity of message between top (TMT) and middle management (MM) personnel in enhancing the extent of strategic awareness evident among boundary role personnel.…”

Section: Intraorganizational Messages and Strategic Awarenessmentioning

confidence: 96%

Fostering strategic awareness at an organization's boundary

Davis

Allen

Dibrell

2012

Leadership &Amp; Organization Development Journal

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Purpose-The purpose of this paper is to investigate the effect of strategy messages emanating from both top and middle/supervisory managers regarding five different aspects of strategy on strategic awareness among boundary personnel. Design/methodology/approach-The results come from a survey of bank tellers and customer service representatives within a single large regional bank. Findings-The findings support a differential main effect on strategic awareness among boundary personnel depending on the source of messages, whether top management or middle management. More interestingly, there appears to be an interaction effect between the two sources regarding which will be the dominant information source for boundary personnel. Research limitations/implications-The survey data were collected within a single banking institution at one time point. Practical implications-The results provide useful information concerning the efficacy of messages concerning strategy from middle and top management in organizations. Originality/value-The paper extends past research by investigating different levels of strategic understanding within the firm across different levels and determining information dissemination strategies for increasing the level of strategic awareness among boundary personnel.

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“…At the individual level, frames are interpretive schemes deriving from individuals’ experiences, which enable someone to make sense of and interpret (DiSanza, ; Weick, ) the complex problems and solutions of everyday life (Benford & Snow, , Chreim, ; Goffman, ), both for themselves and for others. Framing is the means by which individuals “make sense of ambiguous information from their environments” (Kaplan, , p. 729) by utilizing the frame as a sense‐making device, thus helping to identify what is important about an issue (Gamson & Modigliani, , in Brewer & Gross, ).…”

Section: Frames and Framing In Talent Managementmentioning

confidence: 99%