An introduction to organizational storytelling

2021 ◽  
pp. 111-137
Author(s):  
David Collins
Keyword(s):  
Organizational Storytelling

scholarly journals Challenging Hegemonic Masculinities: Men's Stories on Gender Culture in Organizations

Organization ◽  
2009 ◽  
Vol 16 (3) ◽  
pp. 407-423 ◽  
Author(s):  
Annalisa Murgia ◽  
Barbara Poggio
Keyword(s):  
Parental Leave ◽  
Case Analysis ◽  
Organizational Practices ◽  
Organizational Storytelling ◽  
Gender Culture ◽  
Normative Change

The article emphasizes the importance of storytelling in helping or hindering a change in organizational practices brought about by the entry into force of a legislative measure. It concentrates in particular on the introduction of a normative change intended to reshape the dominant gender order by giving fathers the same rights to parental leave as mothers. Whilst storytelling can be an instrument of change, it may also be perceived and used as a means to prevent such change and to consolidate dominant models. In the latter case, analysis of rebellious and marginal voices reveals hegemonic practices and brings out viewpoints silenced by the official versions. The stories of eight men, belonging to different organizations, who have experienced parental leave, enable analysis to be made of the ways in which organizational storytelling can support or prevent the introduction of a change which challenges the symbolic gender order within organizations.

Organizational Storytelling

1994 ◽  
Vol 25 (3) ◽  
pp. 433-461 ◽  
Author(s):  
David M. Boje
Keyword(s):  
Organizational Storytelling

“Relaaax, I remember the recession in the early 1980s …”: Organizational storytelling as a crisis management tool

2011 ◽  
Vol 22 (3) ◽  
pp. 373-385 ◽  
Author(s):  
David M. Kopp ◽  
Irena Nikolovska ◽  
Katie P. Desiderio ◽  
Jeffrey T. Guterman
Keyword(s):  
Crisis Management ◽  
Management Tool ◽  
Organizational Storytelling

The role of storytelling in a nonhostile takeover

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Joseph Cleary
Keyword(s):  
Grounded Theory ◽  
Design Methodology ◽  
Research Question ◽  
Ethnographic Study ◽  
Workplace Culture ◽  
Content Type ◽  
Organizational Storytelling ◽  
Hospital Executives ◽  
Hospital Doctors

PurposeWhy did a powerful department of hospital doctors support a merger with a rival hospital that they knew would ruin their beloved workplace?Design/methodology/approachThis ethnographic study draws on 12 months of fieldwork consisting of 24 one-on-one interviews as well as 26 h of observations, informal conversations and archival records research to answer its research question. Grounded theory and the discourse analysis were employed to analyze all data.FindingsData reveal how participants' belief in a “merge or go bankrupt” narrative contributed to widespread support for a merger that seemed unthinkable on the surface. Although each doctor believes the merger will jeopardize or ruin their workplace culture, none resisted the merger nor did any ask hospital executives to provide evidence in support of their claims regarding the benefits of the merger (namely, that it would save their organization from inevitable bankruptcy).Research limitations/implicationsThe author relied on a family relative to introduce the author to and gain entry into this workplace. One potential consequence is biased interpretations of data. To address this, the author constantly revisited the data and compared the author’s interpretations with interviewees' words (i.e. “grounded” theory).Originality/valueThis study provides empirical and theoretical contributions to organizational storytelling scholarship.

Sign in / Sign up

Export Citation Format

Share Document