Activities per year
Management scholars have explored how certain actors in meetings – especially leaders – shape social processes of interaction and use different linguistic ploys, as methods, to affect how sense is made of strategic issues. Less attention has been paid to interactions between members of the team as a whole and the repertoire of discursive strategies, or goal-directed behaviours, that they deploy to create shared views around issues. We analyse rare empirical episodes of team discussions of strategic issues in board meetings to inductively conceptualise how this is achieved. We do this by deploying the Discourse- Historical Approach (DHA) to critical discourse analysis (CDA), an approach ideally suited to the task but not used in management. We reveal five discursive strategies teams use to develop shared views around strategic issues (Re/defining, Equalising, Simplifying, Legitimating, and Reconciling) and demonstrate how they are skillfully operationalised through a range of linguistic ploys or means.
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