Crossroads Understanding Language Games

Mauws, Michael K.; Phillips, Nelson

doi:10.1287/orsc.6.3.322

Cited by 92 publications

(57 citation statements)

References 31 publications

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“…From this standpoint, comments on the efficiency of the standard often resemble a language game. The role of language games in the construction and dissemination of management tools has been highlighted in a number of studies most critical of managerial innovation (Astley and Zammuto, 1992;Mauws and Phillips, 1995;Zbaracki, 1998). More particularly, these studies showed that the new management models are often based on rhetoric of legitimization whose meaning is socially constructed and dissociated from organizational practices or performance.…”

Section: The Legitimacy-based Model: a Managerial Fashion To Conform mentioning

confidence: 99%

Modelling the impact of ISO 14001 on environmental performance: A comparative approach

Boiral

Henri

2012

Journal of Environmental Management

163

120

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Studies analyzing the effects of ISO 14001 certification and determinants of environmental performance tend to be based on a traditional and instrumental model of efficiency. Using structural equation modelling developed through a survey of 303 organizations, this paper compares the validity of this instrumental model with two alternatives models: the legitimacybased model and the hybrid model. The findings question the efficiency of ISO 14001 and show that the traditional model does not explain the environmental performance of the surveyed organizations. Study results show that the legitimacy-based model, which questions the efficiency of ISO 14001 certification, is more pertinent in explaining the environmental performance but leads to a rather critical view of management practices. The development of a hybrid model based on the principal hypotheses of the legitimacy-based model, but integrating certain managerial and operational practices distinct from ISO 14001 certification, results in a less critical and more pertinent view of the determinants of environmental performance. Study results suggest that this hybrid model provides the best data fit.

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Section: The Legitimacy-based Model: a Managerial Fashion To Conform mentioning

confidence: 99%

Modelling the impact of ISO 14001 on environmental performance: A comparative approach

Boiral

Henri

2012

Journal of Environmental Management

163

120

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“…Mauws and Phillips 1995;Kieser 2002). Although both systems may operate within the economic system they develop different 'languages' and different criteria of success that cannot be translated into each other.…”

Section: The Multitude Of Autonomous Strategy Discoursesmentioning

confidence: 99%

General Strategy Concepts and the Ecology of Strategy Discourses: A Systemic-Discursive Perspective

Seidl

2007

Organization Studies

178

157

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Drawing on Wittgenstein, Lyotard and Luhmann the article develops a systemic-discursive perspective on the field of strategy and the respective role of general strategy concepts. The perspective suggests that the field of strategy should not be conceptualized as a unified field but rather as fragmented into a multitude of autonomous discourses. Owing to their autonomy, no transfer of strategy concepts across different discourses is possible. Instead, every single strategy discourse can merely construct its own discourse-specific concepts. Different discourses, however, draw on the same strategy labels, which leads to 'productive misunderstandings' (Teubner). On the basis of the particular perspective advanced here, the entire field of strategy is re-described as an ecology of strategy discourses.

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“…The influence of scholars such as Wittgenstein, Foucault, and Derrida have now found their way into the most prestigious journals (e.g., Mauws & Phillips, 1995;Townley, 1993;Kilduff, 1993), and the basic ideas that they promoted are taken for granted by many organizational scholars. Linguistic approaches to organizations focus attention on the socially constructed and processual nature of organizations, and on the actual processes through which organizations are produced, maintained, and sometimes disassembled.…”

Section: Academy Of Management Annals Organizational Discoursementioning

confidence: 99%

Organizational Discourse: Domains, Debates, and Directions

Phillips

Oswick

2012

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115

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Interest in the analysis of organizational discourse has expanded rapidly over the last two decades. In this article, we reflect critically on organizational discourse analysis as an approach to the study of organizations and management highlighting both its strengths and areas of challenge. We begin with an explanation of the nature of organizational discourse analysis and outline some of the more significant contributions made to date. We then discuss existing classifications of approaches to the study of organizational discourse. These fall into two main categories: classifications by level of analysis and classifications by type of method. We then argue that both of these approaches are inherently problematic and present an alternative way to understand the varieties of approaches to the analysis of organizational discourse based on within domain and across domain characterizations. We conclude with a discussion of the challenges that remain in the development of organizational discourse as an area of study and point to some of the opportunities for important and unique contributions to our understanding of organizations and management that this family of methods brings. Permanent repository link

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Crossroads Understanding Language Games

Cited by 92 publications

References 31 publications

Modelling the impact of ISO 14001 on environmental performance: A comparative approach

Modelling the impact of ISO 14001 on environmental performance: A comparative approach

General Strategy Concepts and the Ecology of Strategy Discourses: A Systemic-Discursive Perspective

Organizational Discourse: Domains, Debates, and Directions

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