Organisational storytelling research Part 1


Published on

This slideshow is about a literature review on research on organisational storytelling. This is part of the research, as the literature on the subject is vast and plentiful. This slideshare presents diagrams & tables to help make sense of the literature and research on the subject.

Published in: Education, Technology
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Organisational storytelling research Part 1

  1. 1. Theories in Organisationalstorytelling (OS) Review of the literature Part 1 By Mark-Shane Scale 1
  2. 2. Review of the litAuthors Methods Approach Definition of OSBaruch (2009) Compares comparative & contrast fairy tales with OSBennet & Case study Case study Accounts of eventsBennet (2007) (real/imaginary)Boje, Telephone Postmodernist accounts of an eventLuhman, interviews; (multiple, but 1 dominates)Baack (1999) reflexivity 2
  3. 3. Review of the litAuthors Methods Approach Definition of OSFeldman Fieldwork cultural theory Account of event that(1990) socially constructs/ reconstructs realityGabriel Field work + Comparative + Symbolic/poetic(1991) reflexive reflexive reconstruction of events infused with valueMcCollom Fieldwork mixed methods Brief account of an event(1992) analysis 3
  4. 4. Baruch (2009) OUTCOME: PURPOSE: FT – always positive, CAUTIONS:contrast & compare organisational victory/fulfillment stories with fairy tales Both FT & OS can distort reality OS – end in tragedy, end positively, or indefinite ending OWNERSHIP: AIMS: FT - belongs to humanity FT – child development OS –belongs to organizational OS – organisational development members, sometimes wider environment DISCUSSIONS: Value of OS & FT in organisational development and management studies BOUNDARIES: OS – bounded by time, space & CONTEXT (where told): reality FT– family setting FT – situated in space, far away time, not bounded by realityOS – organisation/ wider environment AUDIENCE: FT –children/ young people SOURCE/TELLERS/PERFORMERS: OS – organisational members, FT – parents/ entertainers outsiders; new entrants OS – new entrants, members, 4
  5. 5. Gabriel (1991)Major Stories deal with Feelings, needs & desiresgenre ofOSComic Misfortune of organisation or mirth, pressure release members eg. Jokes about mechanical or bureaucratic failureTragedy Misfortune of organisation or Outlet for pain, grief or members attribution of guilt eg. Gripe stories or stories about malevolent authority figuresEpic Transformation of crises through Purpose, commitment, action of organisational hero/heroes pride 5
  6. 6. Gabriel (1991)Blended genres Descriptionof OSTragi-comic Misfortune of organisation or members that become humourous over time; denying victimhood. Traumatic at first, but people begin to see the funny side.Epic-comic Resolution of crisis through cunning and wit; or outsmarting the villain (similar to the genre of trickster stories) eg. Little man outsmarting bureaucracy 6
  7. 7. Gabriel (1991) How to treat OS? Data to be Both: Symbolic artifacts verified/tested Neither fact/fiction Folklorist / OS asethnographic approach illustrations/vignettes Historian approach 7
  8. 8. Feldman (1990)Summary of the themes/ motifs /content of OS Leader stories By employees•The impact of actions of leaders on organisational members•How employees feel about authority figuresPolitical stories By leaders•Influence the actions of employees•Indoctrinate new employees•Control or maintain the status quo Social stories Shared by system members•State what is important or identify threats to organisation•Suggest solutions /course of actions•Shape decision-making (consciously or unconsciously) 8
  9. 9. McCollom (1992)Summary of the analytical themes in the literature applied to studying the functions of OS Interpersonal • Establishing relationships, informing, entertaining Organizational • Conveying organizational value Group • Communicating identity Management • Making expectable, the unexpectable • Reduction of uncertainty by conveying information and creating scripts to predict the future Organisational narrative • expression of ideology and power structures • Stories crated to produce, maintain and reproduce power structures 9
  10. 10. ReferencesBaruch, Y. (2009). Once upon a time there was an organization. Journal ofManagement Inquiry, 18(1), 15-25. doi:10.1177/1056492606294522Bennet, A., & Bennet, D. (2007). From stories to strategy: Puttingorganizational learning to work. VINE: The Journal of Information and KnowledgeManagement Systems, 37(4), 404-409. doi:10.1108/03055720710838489Boje, D., Luhman, J., & Baack, D. (1999). Stories and encounters betweenstorytelling organizations. Journal of Management Inquiry, 8(4), 340-360.doi:10.1177/105649269984002 10
  11. 11. References (cont.)Feldman, S. (1990). Stories as cultural creativity: On the relation betweensymbolism and politics in organizational change. Human Relations, 43(9), 809-828. doi:10.1177/001872679004300901Gabriel, Y. (1991). On organisational stories and myths: why it is easier to slaya dragon than to kill a myth. International Sociology, 6(4), 427-442.doi:10.1177/026858091006004004McCollom, M. (1992). Organizational stories in a family-owned business.Family Business Review, 5(1), 3-24. doi:10.1111/j.1741-6248.1992.00003.x 11