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Discourse and Audience: Organizational Change as Multi‐Story Process
Author(s) -
Buchanan David,
Dawson Patrick
Publication year - 2007
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/j.1467-6486.2006.00669.x
Subject(s) - narrative , objectivity (philosophy) , organizational change , narrative inquiry , sociology , argument (complex analysis) , perspective (graphical) , stakeholder , process (computing) , epistemology , presentation (obstetrics) , sensemaking , public relations , computer science , political science , linguistics , medicine , philosophy , biochemistry , chemistry , artificial intelligence , radiology , operating system
  This article is critical of monological research accounts that fail to accommodate polyvocal narratives of organizational change, calling for more fully informed case studies that combine elements of a narrative approach with processual/contextual analysis. We illustrate how contrasting versions of the same change event by different stakeholders and by the same stakeholder for different audiences, raise theoretical and methodological issues in the analysis and presentation of data on organizational change. Our argument is that research narratives (that seek to develop understanding of change processes) are necessarily selective and sieved through particular discourses that represent different ways of engaging in research. They are authored in a particular genre and written to influence target audiences who become active co‐creators of meaning. Organizational change viewed from this perspective is a multi‐story process, in which theoretical accounts and guides to practice are authored consistent with pre‐selected narrative styles. These, in turn, are purposefully chosen to influence target audiences, but this subjective crafting is often hidden behind a cloak of putative objectivity in the written and oral presentations of academic research findings.

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