Making strategic change: a critical discourse analysis

Jaynes, Steve

doi:10.1108/jocm-04-2013-0053

Cited by 11 publications

(5 citation statements)

References 40 publications

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“…Given the importance of organizational change to servitization (Vendrell-Herrero et al , 2014; Barnett et al , 2013; Ahamed et al , 2013), managers have to plan how they will facilitate this change process. Current research has addressed the requirements for strategic change from multiple perspectives including the potential for inertia based on existing organization archetypes (Greenwood and Hinings, 2017), the role of the discursive process on strategic change (Jaynes, 2015), behavioral processes acting as facilitators or inhibitors to servitization (Gebauer et al , 2005a), the role of organizational dynamism in adaptive business model innovation (Ricciardi et al , 2016) and transformational leadership as a requirement for business model transformation (Savic et al , 2016). While the impact of alignment between strategic intent and the organizations orientation to this strategic intent has been identified as a predictive factor for organization performance (O’Shannassy, 2016), research is lacking on the alignment of servitization intent and the organizational intent.…”

Section: Management Implicationsmentioning

confidence: 99%

Servitization intent as a factor in the servitization process

Crowley

Burton

Zolkiewski

2018

JBIM

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Purpose This paper aims to investigate the role of servitization intent in the servitization process, and specifically the role dissonance (at an organizational level) in servitization intent can play in creating barriers to the servitization effort. Servitization intent is defined as the desire to achieve a future state of increased servitization. Design/methodology/approach The research uses elite interviews and secondary data to explore servitization intent and its role during the servitization process. It examines the resistance to change resulting from a misalignment of the executive intent to servitize, and the organizational intent to retain the existing manufacturing business model. By encompassing data from companies representing a significant portion of the total industry (as measured by revenue), the study provides an industry level perspective of servitization intent and alignment. Findings Servitization intent and three key managerial challenges related to servitization intent that act as barriers to servitization were identified: lack of servitization intent, overcoming the manufacturing mindset associated with the organizational intent and the constraints resulting from managerial experience. Servitization intent and its associated managerial challenges were present at an industry level with consistent findings being shown across the major firms in the industry studied. A number of managerial strategies for overcoming these barriers were identified. Research limitations/implications The research focuses on a single industry; the findings, potentially, have application across a broad range of industries. Practical implications A key management implication from these findings is the need for a clear understanding of the organizational intent in relation to servitization in addition to the need to bring this organizational intent in alignment with the executives’ servitization intent. Originality/value This research makes a contribution by identifying the misalignment between servitization intent in different levels of the organization during the servitization process and the mechanisms that can improve alignment and help effect servitization.

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Section: Management Implicationsmentioning

confidence: 99%

Servitization intent as a factor in the servitization process

Crowley

Burton

Zolkiewski

2018

JBIM

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“…Discourses can strengthen people's beliefs and then influence activities that are based on these beliefs (Fahnestock, 2009). The aforementioned factors affect the formation of a new reality during the change process ( Jaynes, 2015). A rhetorical analysis can isolate the features of persuasive elements that are used in texts and discourses within the healthcare context, and then seeks to explain how they influence actions in both professional and public settings (Segal, 2009).…”

Section: Study Design 31 a Rhetorical Discourse Analysismentioning

confidence: 99%

Persuasive speech in multi-professional change facilitation meetings

Komulainen

Mertaniemi

Lunkka

et al. 2019

JHOM

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Purpose The purpose of this paper is to describe persuasive speech and discourses in multi-professional organizational change facilitation meetings at a hospital through rhetorical discourse analysis. Previous research has often considered organizational change to be a managerial issue, with other employees given the rather passive role of implementators. This study takes an alternative approach in assuming that organizational change could benefit by involving those who are most familiar with the tasks to be changed. Design/methodology/approach The study employed a qualitative, case study approach and focused on the construction of a hospitalist model within multi-professional change facilitation meetings. Eight videos of these multi-professional change facilitation meetings – which occurred between January and September 2017 – were observed and the material was analyzed by rhetorical discourse analysis. An average of 10–20 actors from different professional groups participated in the meetings. The change actors comprised physicians, nursing staff and nursing managers, along with a secretary and hospitalist. The meetings were conducted by a change facilitator. Findings The persuasive speech in the analyzed organizational change meetings occurred within five distinct discourses: constructing the change together, positive feedback, strategic change in speech, patient perspective and driving change. The content of these discourses revealed topics that are relevant to persuading members of healthcare organizations to adopt a planned change. Originality/value The presented research provides new knowledge about how persuasive speech is used in organizational change and describes the discourses in which persuasive speech is used in a healthcare context.

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“…Compared to organizational scholars, communication scholars seem to attach greater importance to ontological commitments regarding communication and organization (Fairhurst and Putnam, 2004). Nevertheless, the importance of discourse in studying organizations is well emphasized in organization literature (Alvesson and Karreman, 2000; Chia, 2000; Jaynes, 2015; Long and Driscoll, 2015). Moreover, organizations can be seen as constructed realities through conversations that include basic elements of discourses (Ford et al , 2002).…”

Section: Literature Reviewmentioning

confidence: 99%

Listening to the organization: change evaluation with discourse analysis

Akarsu

Gençer

Yıldırım

2018

JOCM

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Purpose Change is continuous and leaves many digital traces in contemporary organizations, while research on change usually lacks such continuity. The purpose of this paper is to test and explore the claim that change can be monitored through employee discourse. In doing so, the authors introduce basic text mining methods to detect prevailing keywords and their changes over time. Such monitoring of content and its change promises a continuous feedback and improvement for change management efforts. Design/methodology/approach The authors use a mixed research design, combining an ethnographic approach with digital methods. The quantitative element of the method involves applying text mining techniques to a document corpus that is representative of people in organizations, and is originally collected as part of a relatively common performance management system. The findings about discursive categories and their change patterns through time are then combined with observations and secondary information about change management for interpretation. Findings By combining these measurements with additional information about the change program in focus, the authors develop an interpretation of the dynamics of organizational change. Results showed that even in a successfully implied change effort that realize the planned targets, change does not occur directly and fully, with some elements of discourse being more persistent than others. Research limitations/implications Method of the research presents a new way of monitoring discursive change. Its incorporation into practice potentially allows for timely correction of change efforts and increasing possibility of success. Originality/value This research provides a framework for understanding how, and to what extent, planned change efforts effect organizations. Furthermore, the method developed in this research presents an innovative approach to monitor discursive change and timely managerial intervention.

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Making strategic change: a critical discourse analysis

Cited by 11 publications

References 40 publications

Servitization intent as a factor in the servitization process

Servitization intent as a factor in the servitization process

Persuasive speech in multi-professional change facilitation meetings

Listening to the organization: change evaluation with discourse analysis

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