The communicative constitution of institutional change in expression games

Krautzberger, Marc; Fohim, Emamdeen; Cooren, François; Schumacher, Thomas

doi:10.1177/1476127020959253

Cited by 3 publications

(10 citation statements)

References 107 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…If anything, this themed issue shows how the performative view has become in-built into increasingly sophisticated analysis of language use in the strategy context. This is theoretically most pronounced in the two papers - Bencherki et al, (2021) and Krautzberger et al, (2021) drawing on the CCO perspective. This is a fruitful perspective that by definition sees language as constitutive and performative.…”

Section: Reflective Vs Performative Languagementioning

confidence: 97%

“…The final three papers deal with the communicative construction of strategic change in distinctively different ways and especially highlight the organizational implications thereof. First, in their theoretical paper, Krautzberger et al, (2021) examine the communicative constitution of institutional change. They draw on communicative and rhetorical institutionalism (Cornelissen et al, 2015) to offer a novel perspective on institutional and strategic change and specifically use Goffman's ideas about 'expression games' to understand the dynamics of concealing and revealing intentions.…”

Section: What Then?: Communicative Construction Of Strategic Change and Its Implicationsmentioning

confidence: 99%

“…Mantere and Whittington's (2021) detailed analysis of individual managers' narratives (little d) links managers' identity work to societal-level strategy discourse about strategy (big D), which helps the managers to see their work as appropriate and important. Krautzberger et al, (2021) in focus on how change agents first conceal and then reveal their intentions to manage potential negative reactions and to protect their strategic initiatives about institutional change -thus combining microlevel practices with the broader institutional change efforts. Maclean et al, (2021) in turn zoom in on narrative practices when illuminating key dynamics in major changes over time.…”

Section: Big D Vs Little Dmentioning

confidence: 99%

“…As Samra-Fredericks (2003) points out, complementary sources of data to those analysed in detail (e.g., ethnographic observations over time in the cases of Tavella (2021) and Bencherki et al, (2021), or complementary archival records for Maclean et al, (2021)) are important to illuminate interpretations of textual or conversational sources. Alternatively, studies such as that of Whittle et al, (2021) and Krautzberger et al, (2021) suggest ways in which the meanings of specific conversations (communication in the moment) can be better understood when their positioning within a chain of other conversations spreading out over time is considered. Since strategy is a phenomenon that emerges over the longer term, but may be influenced by activities in the moment, more studies that combine these two perspectives would be warranted.…”

Section: In the Moment Vs Over Timementioning

confidence: 99%

“…The way in which strategic issues are identified (Bencherki et al, (2021)), and who can participate them (Tavella, 2021) can for example make all the difference to important outcomes in terms of the nature of strategies pursued and accepted, and ultimately for competitive advantage. The all-important political negotiations that determine strategy (Krautzberger et al, (2021), Whittle et al, (2021)) occur through communicative interactions. Understanding how this happens is crucial.…”

Section: Looking Aheadmentioning

confidence: 99%

See 4 more Smart Citations

Communicative Perspectives on Strategic Organization

Vaara

Langley

2021

Strategic Organization

View full text Add to dashboard Cite

While in the past, perspectives that focus on language and communication have perhaps not received the attention they deserve in the mainstream literature in strategy and organization, interest in this area has been growing in recent years. The present essay serves to introduce a collection of insightful papers (independently submitted and reviewed, but brought together in this themed issue) that offer an opportunity to reflect on the contributions of a rich variety of research perspectives on communication to research in strategic organization. Building on the seven contributions featured in this issue, we show how communicative perspectives speak to questions of the who, how, what, and what then, of strategy. We then discuss dualisms that underpin research on strategic organization adopting a communicative lens and propose directions for future work that might bridge these divides.

show abstract

Section: Reflective Vs Performative Languagementioning

confidence: 97%

Section: What Then?: Communicative Construction Of Strategic Change and Its Implicationsmentioning

confidence: 99%

Section: Big D Vs Little Dmentioning

confidence: 99%

Section: In the Moment Vs Over Timementioning

confidence: 99%

Section: Looking Aheadmentioning

confidence: 99%

See 3 more Smart Citations

Communicative Perspectives on Strategic Organization

Vaara

Langley

2021

Strategic Organization

View full text Add to dashboard Cite

show abstract

Institutionalization and framing of Industry 4.0: a framework for understanding stakeholders and comparing countries

Fogaça,

Grijalvo,

Oliveros Iglesias

et al. 2024

View full text Add to dashboard Cite

Purpose This paper aims to propose and assess a framework to analyse the institutionalization of Industry 4.0 (I4.0) through a framing analysis. Design/methodology/approach The framework was developed by combining the institutional approach with orders of worth, drawing insights from a comprehensive literature review. To assess it, the authors conducted a qualitative analysis of annual reports from companies with the largest market capitalization over a six-year period and interviewed union representatives in Spain and Sweden. Findings The framework comprises five dimensions (industrial, market, civic, green and connectionist). The empirical results reveal that companies consistently frame I4.0 with an emphasis on industrial and market perspectives. In contrast, unions place a stronger emphasis on civic issues, with Spanish unions holding a more negative view of I4.0, expressing concerns about working conditions and unemployment. Research limitations/implications The proposed framework brings interesting insights into the dispute over the meaning of I4.0. Although this empirical study was limited to companies and unions in Sweden and Spain, the framework can be expanded for broader investigations, involving additional stakeholders in one or more countries. The discussion outlined using the varieties of capitalism approach is relevant for understanding the connection between the meso and macro levels of this phenomenon. Practical implications In navigating the landscape of I4.0, managers should remain flexible, and ready to tailor their strategies and operations to align with the distinct demands and expectations of stakeholders and their specific institutional environments. Similarly, policymakers are urged to acknowledge these contextual intricacies when crafting strategies for implementing I4.0 initiatives across national settings. Social implications Based on the empirical findings, this study underscores the importance of fostering social dialogue and involving stakeholders in the implementation of I4.0. Policymakers and other stakeholders should take proactive measures, tailored to each country’s context, to mitigate potential adverse effects on labour and workers. Originality/value The study presents a novel framework that facilitates the systematic comparison of I4.0 framing by different actors. This contribution is significant because the way actors frame I4.0 affects its interpretation and implementation. Additionally, the aggregate analysis of results enables cross-country comparisons, enhancing our understanding of regional disparities.

show abstract

Strategizing Together for a Better World: Institutional, Paradox and Practice Theories in Conversation

Albertsen,

Ansari,

Heucher

et al. 2023

Journal of Management Inquiry

Self Cite

View full text Add to dashboard Cite

In this article, based on a Symposium held at the 2022 Academy of Management Meeting, we present a moderated discussion between established scholars in the field of grand challenges—Shahzad (Shaz) Ansari, Natalie Slawinski, and Eero Vaara—focusing on the role of institutional, paradox, and practice theories in research on grand challenges. Our goal for the symposium was to bring these theoretical perspectives into conversation, reflect on the strengths and weaknesses of the lenses, and discuss potential intersections for future research on grand challenges. We present the panelists’ prepared remarks as well as the interactive discussion covering four topics: the limitations of existing concepts and theories, materiality, impact, and relations between theory and practice. As part of these four discussion topics, we also present questions and reflections from the audience. We conclude by summarizing insights gleaned from the symposium about critical gaps and avenues for future research.

show abstract

The communicative constitution of institutional change in expression games

Cited by 3 publications

References 107 publications

Communicative Perspectives on Strategic Organization

Communicative Perspectives on Strategic Organization

Institutionalization and framing of Industry 4.0: a framework for understanding stakeholders and comparing countries

Strategizing Together for a Better World: Institutional, Paradox and Practice Theories in Conversation

Contact Info

Product

Resources

About