The power of organizational storytelling: a management development perspective

Morgan, Sandra; Dennehy, Robert F.

doi:10.1108/02621719710169585

Cited by 96 publications

(75 citation statements)

References 4 publications

(2 reference statements)

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“…Storytelling is proposed to offer benefits in knowledge transfer, by helping people to organise, remember and understand information (Herskovitz and Crystal, 2010;McLellan, 2006;Morgan and Dennehy, 1997;Woodside, 2010), as people are likely to relate the story to experiences already in memory (Woodside, 2010). Stories are also proposed to evoke emotion (Morgan and Dennehy, 1997) and generate an emotional connection with a brand (Herskovitz and Crystal, 2010).…”

Section: Benefits Of Communicating Corporate Storiesmentioning

confidence: 99%

Using corporate stories to build the corporate brand: an impression management perspective

Spear¹,

Roper

2013

Jnl of Product & Brand Mgt

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Purpose – A recent area of academic interest within corporate branding and reputation is the use of storytelling in order to differentiate the corporate brand, however there is little empirical research exploring the contents of corporate stories, and how they are used by organisations to build the corporate brand. This paper aims to utilise impression management theory to bring insight into the potential role of corporate stories in shaping the corporate brand. Design/methodology/approach – Corporate stories were identified from the web sites of 99 organisations in both the for-profit and not-for-profit sectors, and content analysis conducted on the stories, using a deductive approach to identify the story elements present in the stories. Findings – There are wide variations in the inclusion of different elements in the stories, indicating that organisations place greater importance on the inclusion of some elements in their corporate stories than others. Research limitations/implications – The paper highlights the point that while organisations are using corporate stories, they are not sufficiently leveraging them to build their corporate brand. There is a gap between storytelling theory and practice, in that the literature emphasises the importance of including benefits for stakeholders, emotion, and aspects of the corporate strategy in stories, whereas organisations frequently neglect these aspects and instead focus mainly on their accomplishments. Originality/value – This study has found impression management theory to be a useful perspective on exploring corporate storytelling, and identifies links between the elements of stories and impression management strategies and behaviours. This indicates that the corporate story could influence the impressions that audiences form of the organisation and therefore build the corporate brand.

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Section: Benefits Of Communicating Corporate Storiesmentioning

confidence: 99%

Using corporate stories to build the corporate brand: an impression management perspective

Spear¹,

Roper

2013

Jnl of Product & Brand Mgt

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“…Organizational stories need to be: concrete (about real people, actions and events); familiar to those in the work setting; and believable to the listeners (Morgan and Dennehy, 1997). They must also allow listeners to learn about organizational norms -'how things are done around here'.…”

Section: Storytellingmentioning

confidence: 99%

Facilitating Management Learning

Gray

2007

Management Learning

321

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The aim of this article is to explore how the practice of critical reflection within a management learning process can be facilitated through the application of reflective processes and tools. A distinction is drawn between reflection as a form of individual development (of, say, the reflective practitioner), and critical reflection as a route to collective action and a component of organizational learning and change. Critical reflection, however, is not a process that comes naturally to many managers and may have to be learned or facilitated, either in formal classroom contexts, or through learning processes such as coaching, mentoring and action learning. The article discusses some of the tools available to learning facilitators, in helping a group or client towards a more critically reflective understanding of their situation and organization. These include processes such as storytelling, and reflective and reflexive conversations, and the use of tools such as reflective metaphors, critical incident analysis, reflective journals, repertory grids and concept mapping. Such tools provide an aid to critical reflection, which is seen as one process that mediates between experience, knowledge and action.Key words: critical reflection, reflective tools, management development, facilitated learning 3The aim of this article is to explore how the practice of critical reflection within a management learning setting can be facilitated through the application of reflective processes and tools. To date, much of the discourse on critical reflection within the management literature has highlighted the significance of reflective processes to management understanding and self-knowledge, without offering much enlightenment on the mechanics of how this can be achieved. This article attempts to examine a range of reflective processes and tools (the latter including storytelling, metaphors, critical incident analysis and repertory grids) that might serve to assist the work of workshop facilitators, coaches, mentors and others who are engaged in assisting the management learning process. Some of these processes and tools have traditionally been used in professional contexts other than management learning. In this article the focus will be on their relevance for management learning itself. It should be noted that these tools and processes are offered as exemplars for illustration -the list is not meant to be exhaustive. A deliberate distinction is also drawn between reflection and critical reflection, the latter incorporating a focus on the questioning of assumptions and social rather than individual perspectives, as well as an attention to the analysis of power relations in organizations. The article strives to show, then, how reflective tools can be used to facilitate this critical element of reflection. MANAGEMENT LEARNING AND CRITICAL REFLECTIONReflection is an active and purposeful process of exploration and discovery, often leading to unexpected outcomes. It is the bridge between experience and learning, involving both...

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“…In the context of ADR/ODR, storytelling could serve several purposes: (1) Offer a spontaneous, informal and stimulating way to convey past events related with the conflicting situation; (2) Trigger visual memories of past events; (3) Turn arguments more meaningful; (4) Strengthen understanding of the points made. Good stories, although having an informal nature, also present an underlying structure [27] which is well aligned with the purpose of ADR:…”

Section: Introductionmentioning

confidence: 99%

“…Humans are natural story tellers and unconsciously apply their inventiveness to convey their narrative intentions [26]. Stories evoke visual images and emotions, pulling the listener/reader into the scene [27]. Several studies show that information is more quickly remembered, persuasive and believable when presented as stories [27,28].…”

Section: Introductionmentioning

confidence: 99%

“…Stories evoke visual images and emotions, pulling the listener/reader into the scene [27]. Several studies show that information is more quickly remembered, persuasive and believable when presented as stories [27,28]. In the context of ADR/ODR, storytelling could serve several purposes: (1) Offer a spontaneous, informal and stimulating way to convey past events related with the conflicting situation; (2) Trigger visual memories of past events; (3) Turn arguments more meaningful; (4) Strengthen understanding of the points made.…”

Section: Introductionmentioning

confidence: 99%

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Alternative Dispute Resolution Based on the Storytelling Technique

Antunes¹,

Relvas²,

Borges³

Groupware: Design, Implementation, and Use

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Abstract. This paper describes a groupware prototype addressing the alternative resolution of legal conflicts. The groupware prototype integrates the storytelling and argumentation models with the legal process, accomplishing two major complementary objectives: eliciting spontaneous and informal explanations about the conflict, while contributing to the process with correct inferences and logic. The paper discusses in detail the integrated information model and provides a prototype implementation. These results were significantly enriched by a formative evaluation conducted by a dispute resolution professional. The contributions of this research to the state of the art are twofold: (1) the innovative integration of the storytelling and argumentation models; and (2) the support to self-help legal representation based on group technology.

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The power of organizational storytelling: a management development perspective

Cited by 96 publications

References 4 publications

Using corporate stories to build the corporate brand: an impression management perspective

Using corporate stories to build the corporate brand: an impression management perspective

Facilitating Management Learning

Alternative Dispute Resolution Based on the Storytelling Technique

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