Beyond the hegemonic narrative – a study of managers

Vickers, David Andrew

doi:10.1108/09534810810903216

Cited by 17 publications

(12 citation statements)

References 52 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…While there is a great deal of work that has engaged qualitative methods in studying managers' narratives and/or which has adopted a narrative analytical approach to understanding management and organizations, there is relatively little that has used data acquired through extended written narratives of managers (Down and Reveley, 2009;Fronda and Moriceau, 2008;Landau and Drori, 2008;Letiche et al, 2008;Vickers, 2008;Watson, 2009). Indeed, in a literature search for this paper the author found no references for any study that had collected written narratives from practicing managers.…”

Section: Methodology: Collecting and Analyzing Narrativesmentioning

confidence: 99%

Managerial narratives: a critical dialogical approach to managerial identity

McKenna

2010

Qualitative Research in Organizations and Management: An International Journal

View full text Add to dashboard Cite

Purpose -The purpose of this paper is to explore the use of a dialogical approach, associated with the Russian literary critic and philosopher Bakhtin, in understanding the portrayal of managerial identity in management narratives. In particular, it applies these ideas critically to understand how managers' identities are partly shaped by the dominant discourse or idea about what a manager should "be." Design/methodology/approach -The paper draws on three written narratives of managers. It applies a dialogical approach to consider how they position themselves interactionally in the narratives in such a way as to highlight a managerial identity based on being "enterprising" and "for change," while simultaneously voicing alternative identities negatively. The use of the written narratives of managers and the application of a dialogical approach is an important contribution to the literature. Findings -The findings suggest that managers, when reflecting on organizational events through narrative, assume a managerial identity that reflects current dominant discourse about what a manager should ''be.'' In doing so they reject other possible discourses that offer alternatives, not only to managerial ''being,'' but also to what management and organizations might reflect and represent. The paper also, however, recognizes that some managers reject this identity and its implications for organizational activity. Research limitations/implications -The paper suggests that managerial identity is partly a product of a dominant discursive/ideological formation rather than individual choice. Although managers may reject this interpellation creating an alternative is constrained by the regime of truth that prevails about what management is at any given time. The approach might be considered overly deterministic in its view of managerial identity. Originality/value -The paper extends the understanding of managerial identity and how it is portrayed through narrative by using a dialogical approach to interpretation.

show abstract

Section: Methodology: Collecting and Analyzing Narrativesmentioning

confidence: 99%

Managerial narratives: a critical dialogical approach to managerial identity

McKenna

2010

Qualitative Research in Organizations and Management: An International Journal

View full text Add to dashboard Cite

show abstract

“…It considers the impact of governance on authentic voice within strategy-making by addressing how narratives function as one of the deep power structures through which leadership is dispersed (Parry & Hansen, 2007) and how power operates within the social practices of the stakeholders to make some voices come to the fore whilst others are silenced (Dawson, 2003;Vickers, 2008;Darwin et al, 2002).…”

Section: What Governs Why Some Narratives Come To the Fore?mentioning

confidence: 99%

Hearing the authentic voice of stakeholders? Implications for governance of tourism strategy-making

Croft

2016

Current Issues in Tourism

View full text Add to dashboard Cite

show abstract

“…There is a considerable body of research on storytelling organizations (Boje, 1991(Boje, , 2008Gabriel, 2000;Reissner, 2008), and the way change generates stories (Letiche et al, 2008;Fronda and Moriceau, 2008;Steuer and Wood, 2008;Corvellec and Hultman, 2012) that are used to make sense of (Sims et al, 2009;Brown and Humphreys, 2003;Boyce, 1995;Thurlow and Mills, 2009;Islam, 2013) and resist change (Dawson and McLean, 2013;Vickers, 2008), with rather less attention being given to stories as a way of engaging participants in an early dialogue on the need and parameters for change (Briody et al, 2012;Jabri, 2012). Although there is a growing interest in organizational and individual readiness for change (Rafferty et al, 2013;Haffar et al, 2014) as well as the development of new ideas in the search and selection of innovation opportunities (Tidd and Bessant, 2013) the use of stories and the storying process during the initial conception of innovation and change remains largely unexplored (Denning, 2008).…”

Section: Jocm 275mentioning

confidence: 99%

Stories affording new pathways: bridging the divide between aged and disability care

Dawson

Sykes

McLean

et al. 2014

Journal of Organizational Change Management

View full text Add to dashboard Cite

Access to this document was granted through an Emerald subscription provided by emerald-srm:320271 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the early stages of change and the way that stories can open up forms of collaborative dialogue and creative thinking among divergent stakeholders on known but "intractable" problems by enabling multiple voices to be heard in the co-construction of future possibilities for change. The empirical focus is on a project undertaken by two organizations located in Australia. The organizations -AAC, a large aged care provider and Southern Disability Services, a disability support service -collaborated with the researchers in identifying and re-characterizing the nature of the problem in the process of storying new pathways for tackling the transitioning needs of people with intellectual disabilities into aged care services. Design/methodology/approach -An action research approach was used in conducting interviews in the case organizations to ascertain the key dimensions of the presenting problem and to identify change options, this was followed by an ethnographic study of a Pilot Project used to trial the provision of disability day service programmes within an aged care setting. Findings -A key finding of the study centres on the importance of stories at the early stages of change in widening the arena of innovative opportunities, in facilitating collective acceptance of new ideas and in initiating action to resolve problems. The paper demonstrates how stories are used not only in retrospective sensemaking of existing problems but also in giving prospective sense to the possibilities for resolving protracted problems through innovative solutions that in turn facilitates a level of collective acceptance and commitment to opening up new pathways for change. Originality/value -The paper focuses on problem characterization during the early stages of change and bring to the fore the often hidden notion of time in utilizing concepts from a range of literatures in examining temporality, stories and sensemaking in a context in which future possibilities are made sense of in the present through restorying experiences and events from ...

show abstract

Beyond the hegemonic narrative – a study of managers

Cited by 17 publications

References 52 publications

Managerial narratives: a critical dialogical approach to managerial identity

Managerial narratives: a critical dialogical approach to managerial identity

Hearing the authentic voice of stakeholders? Implications for governance of tourism strategy-making

Stories affording new pathways: bridging the divide between aged and disability care

Contact Info

Product

Resources

About