Strategy Retold: Toward a Narrative View of Strategic Discourse

Barry, David; Elmes, Michael

doi:10.5465/amr.1997.9707154065

Cited by 635 publications

(198 citation statements)

References 47 publications

(39 reference statements)

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“…Narrative analysis as a research approach is used in organizational studies to encode different data relevant to various phenomena of organizational life [35], and to understand the emergence and functioning of strategy [36]. In general, a narrative is defined as a form of experience to explain what has occurred [37].…”

Section: Narrative Analysis Methodologymentioning

confidence: 99%

“…The capability of examining the contents of corporate communication to internal and external constituencies and its links to strategic and organizational actions provided by narrative analysis is useful to understand the process of adoption and implementation of IR [19]. In this study, we follow the approach proposed in the strategy by [36], which is also adopted in explaining succession in family firms by [39]. We assume that narrative analysis of integrated reports "is a strategic device-a set of carefully constructed stories-that organizational actors use to influence the understanding of others with respect to a particular person, event, or potential future" [39] (p. 1378).…”

Section: Narrative Analysis Methodologymentioning

confidence: 99%

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Integrated Reporting Narratives: The Case of an Industry Leader

2019

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In this paper, we investigate the integrated reporting practice of the second-largest Polish petroleum company. Using the qualitative research method of narrative analysis, the paper draws upon the practice of integrated reporting by the domestic and sector leader, the second-largest Polish petroleum company, LOTOS Group. By analyzing the content of integrated reports for the years 2006–2015, alongside the main actors and themes involved, we distinguish three main narrative strategies, including: legitimacy, shareholder-agency, and signaling. In addition, we reveal the evolutionary transition of integrated reporting and identify its phase of development. Reporting appears to be conjoined rather than integrated. The study’s results imply that the implementation of integrated reporting may be limited by its insufficient institutionalization in the organizational context and the lack of recognized standards.

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Section: Narrative Analysis Methodologymentioning

confidence: 99%

Section: Narrative Analysis Methodologymentioning

confidence: 99%

Integrated Reporting Narratives: The Case of an Industry Leader

2019

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“…In presenting scenarios, the specific use of language plays an important role, as language, in general, has a strong impact on strategizing to reach desired outcomes [12,133,137]. For example, extreme scenarios suggest selfconfidence in forecasting which has a convincing effect on others [5].…”

Section: Communicating Scenarios In the Strategy Development Processmentioning

confidence: 99%

Scenarios in the strategy process: a framework of affordances and constraints

Tiberius

2019

Eur J Futures Res

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This paper challenges the solely rational view of the scenario technique as a strategy and foresight tool designed to cope with uncertainty by considering multiple possible future states. The paper employs an affordance-based view that allows for the identification and structuring of hidden, emergent attributes of the scenario technique beyond the intended ones. The suggested framework distinguishes between affordances (1) that are intended by the organization and relate to its goals, (2) that emergently generate organizational benefits, and (3) that do not relate to organizational but individual interests. Also, constraints in the use of scenarios are discussed. Affordance theory's specific lens shows that the emergence of such attributes depends on the users' specific intentions.

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“…Tal constatação pode ser também observada na construção do primeiro volume do Cambridge Handbook of Strategy as Practice (Golsorkhi, Rouleau, Seidl, & Vaara, 2010), em que se discutem diferentes perspectivas epistemológicas, teóricas e metodológicas (de natureza antipositivista) que são adequadas para o estudo da estratégia sob a perspectiva da prática. O presente trabalho é motivado pelas lacunas de pesquisa relacionadas à ideia de que a comunidade da estratégia como prática tem dado pequena atenção aos estudos baseados em narrativas (A. D. Brown & Thompson, 2013;Barry & Elmes, 1997;Fenton & Langley, 2011). Sob esse enfoque, compartilha-se o entendimento de Fenton e Langley (2011) as narrativas se constituem em meios relevantes para a compreensão da polifonia que a perspectiva da estratégia como prática social traz para o campo da pesquisa, permitindo que uma prática de pesquisa "mais sofisticadamente reflexiva" (A. D. Brown & Thompson, 2013, p. 1144, tradução nossa) seja realizada no campo da estratégia como prática social.…”

Section: Introdução -Era Uma Vez…unclassified

O Vir a Ser da Estratégia como uma Prática Social

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Resumo Esta pesquisa tem por objetivo compreender como a estratégia torna-se uma prática social em contextos submetidos a lógicas diversas da lógica capitalista. O estudo foi desenvolvido a partir de uma pesquisa narrativa em um empreendimento social, tendo esta organização o objetivo de potencializar os resultados de Escolas de Educação Especial por meio da gestão. A análise dos dados deu-se a partir da Tipologia proposta por O’Connor (2002) e das características da narrativa apresentadas por Pentland (1999). Para se tornar uma prática social em um contexto onde não o é, dá-se um exercício qualificado de sensegiving e sensemaking. Como resultados, observam-se: (a) a narrativa desenvolvida na conversação com os investidores é carregada de histórias situacionais; (b) a narrativa desenvolvida na conversação com o público atendido é carregada de histórias genéricas; e (c) o sentido dado pelos estrategistas e construído pelos diferentes praticantes dá-se em um processo narrativo de negociação de significado, cuja legitimidade está assentada nas histórias pessoais, e cuja plausibilidade, nas histórias genéricas e situacionais. Em termos de conclusão, entende-se que a estratégia se torna uma prática social na medida em que seus significados passam a ser compartilhados nesse novo espaço e então orientam as atividades (práxis) cotidianas da estratégia.

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Strategy Retold: Toward a Narrative View of Strategic Discourse

Cited by 635 publications

References 47 publications

Integrated Reporting Narratives: The Case of an Industry Leader

Integrated Reporting Narratives: The Case of an Industry Leader

Scenarios in the strategy process: a framework of affordances and constraints

O Vir a Ser da Estratégia como uma Prática Social

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