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Eero Vaara - One of the best experts on this subject based on the ideXlab platform.
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Language and Communication at work: Discourse, Narrativity and Organizing. Perspectives on Process Organization Studies - Vol 4
2014Co-Authors: François Cooren, Eero Vaara, Ann Langley, Haridimos TsoukasAbstract:With the growing influence of discursive and narrative perspectives on organizing, Organizational scholars are focusing increasing attention on the constitutive role that language and communication play in Organizational processes. This view conceptualizes language and communication as bringing organization into being in every instant and is therefore inherently sympathetic to a process perspective. However, our understanding of the role of language in unfolding Organizational processes and as a part of Organizational Action is still limited. This volume brings together empirical and/or conceptual contributions from leading scholars in organization and communication to develop understanding of language and communication as constitutive of work, and also analyze how language and communication actually work to achieve influence in the context of organizations. It aims to elucidate the role language, communication, and narrativity play as part of strategic and institutional work in and around Organizational phenomena. In keeping with the preceding volumes in the Perspectives on Process Organization Studies series, this collection demonstrates why we need to start thinking processually and offers a range of theoretical and methodological approaches to studying these 'works in process' that we call organizations, companies, businesses, institutions, communities, associations, or NGOs.
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A Recursive Perspective on Discursive Legitimation and Organizational Action in Mergers and Acquisitions
Organization Science, 2010Co-Authors: Philippe Monin, Eero VaaraAbstract:This paper challenges the predominant view that legitimation is merely a specific phase in merger or acquisition processes. We argue that a better understanding of postmerger Organizational dynamics calls for conceptualization of discursive legitimation as an inherent part of unfolding merger processes. In particular, we focus on the recursive relationship between legitimation and Organizational Action. We have two objectives: to outline a theoretical model that helps one to understand the dynamics of discursive legitimation and Organizational Action in postmerger organizations, and to examine a revealing case to distinguish the inherent risks and problems in discursive legitimation. Our case analysis focuses on the merger between the French pharmaceutical companies BioMérieux and Pierre Fabre. We adopt a critical multimethod approach and distinguish specific discursive dynamics and pathological tendencies in this case. The analysis highlights the unintended consequences of discursive legitimation, the central role of sensegiving and sensehiding in discursive legitimation, the inherently political nature of legitimation and the risks associated with politicization, the special problems associated with fashionable discourses and the role of the media, the use of specific discursive strategies for legitimation and delegitimation, and the crucial role of actual integration results. This analysis adds to the existing research on mergers and acquisitions by treating discursive legitimation as part of the merger dynamics. In particular, our case analysis provides a new explanation for merger failure. We also believe that the recursive model connecting discursive legitimation and delegitimation strategies to concrete Organizational Action makes a more general contribution to our understanding of Organizational legitimation.
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a recursive perspective on discursive legitimation and Organizational Action in mergers and acquisitions
Organization Science, 2010Co-Authors: Eero Vaara, Philippe MoninAbstract:This paper challenges the predominant view that legitimation is merely a specific phase in merger or acquisition processes. We argue that a better understanding of postmerger Organizational dynamics calls for conceptualization of discursive legitimation as an inherent part of unfolding merger processes. In particular, we focus on the recursive relationship between legitimation and Organizational Action. We have two objectives: to outline a theoretical model that helps one to understand the dynamics of discursive legitimation and Organizational Action in postmerger organizations, and to examine a revealing case to distinguish the inherent risks and problems in discursive legitimation. Our case analysis focuses on the merger between the French pharmaceutical companies BioMerieux and Pierre Fabre. We adopt a critical multimethod approach and distinguish specific discursive dynamics and pathological tendencies in this case. The analysis highlights the unintended consequences of discursive legitimation, the central role of sensegiving and sensehiding in discursive legitimation, the inherently political nature of legitimation and the risks associated with politicization, the special problems associated with fashionable discourses and the role of the media, the use of specific discursive strategies for legitimation and delegitimation, and the crucial role of actual integration results. This analysis adds to the existing research on mergers and acquisitions by treating discursive legitimation as part of the merger dynamics. In particular, our case analysis provides a new explanation for merger failure. We also believe that the recursive model connecting discursive legitimation and delegitimation strategies to concrete Organizational Action makes a more general contribution to our understanding of Organizational legitimation.
Philippe Monin - One of the best experts on this subject based on the ideXlab platform.
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A Recursive Perspective on Discursive Legitimation and Organizational Action in Mergers and Acquisitions
Organization Science, 2010Co-Authors: Philippe Monin, Eero VaaraAbstract:This paper challenges the predominant view that legitimation is merely a specific phase in merger or acquisition processes. We argue that a better understanding of postmerger Organizational dynamics calls for conceptualization of discursive legitimation as an inherent part of unfolding merger processes. In particular, we focus on the recursive relationship between legitimation and Organizational Action. We have two objectives: to outline a theoretical model that helps one to understand the dynamics of discursive legitimation and Organizational Action in postmerger organizations, and to examine a revealing case to distinguish the inherent risks and problems in discursive legitimation. Our case analysis focuses on the merger between the French pharmaceutical companies BioMérieux and Pierre Fabre. We adopt a critical multimethod approach and distinguish specific discursive dynamics and pathological tendencies in this case. The analysis highlights the unintended consequences of discursive legitimation, the central role of sensegiving and sensehiding in discursive legitimation, the inherently political nature of legitimation and the risks associated with politicization, the special problems associated with fashionable discourses and the role of the media, the use of specific discursive strategies for legitimation and delegitimation, and the crucial role of actual integration results. This analysis adds to the existing research on mergers and acquisitions by treating discursive legitimation as part of the merger dynamics. In particular, our case analysis provides a new explanation for merger failure. We also believe that the recursive model connecting discursive legitimation and delegitimation strategies to concrete Organizational Action makes a more general contribution to our understanding of Organizational legitimation.
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a recursive perspective on discursive legitimation and Organizational Action in mergers and acquisitions
Organization Science, 2010Co-Authors: Eero Vaara, Philippe MoninAbstract:This paper challenges the predominant view that legitimation is merely a specific phase in merger or acquisition processes. We argue that a better understanding of postmerger Organizational dynamics calls for conceptualization of discursive legitimation as an inherent part of unfolding merger processes. In particular, we focus on the recursive relationship between legitimation and Organizational Action. We have two objectives: to outline a theoretical model that helps one to understand the dynamics of discursive legitimation and Organizational Action in postmerger organizations, and to examine a revealing case to distinguish the inherent risks and problems in discursive legitimation. Our case analysis focuses on the merger between the French pharmaceutical companies BioMerieux and Pierre Fabre. We adopt a critical multimethod approach and distinguish specific discursive dynamics and pathological tendencies in this case. The analysis highlights the unintended consequences of discursive legitimation, the central role of sensegiving and sensehiding in discursive legitimation, the inherently political nature of legitimation and the risks associated with politicization, the special problems associated with fashionable discourses and the role of the media, the use of specific discursive strategies for legitimation and delegitimation, and the crucial role of actual integration results. This analysis adds to the existing research on mergers and acquisitions by treating discursive legitimation as part of the merger dynamics. In particular, our case analysis provides a new explanation for merger failure. We also believe that the recursive model connecting discursive legitimation and delegitimation strategies to concrete Organizational Action makes a more general contribution to our understanding of Organizational legitimation.
Franz Urban Pappi - One of the best experts on this subject based on the ideXlab platform.
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Organizational Action Sets in the U.S. and German Labor Policy Domains
American Sociological Review, 1991Co-Authors: David Knoke, Franz Urban PappiAbstract:Legislative fights over national policy are often examinedfrom an Organizational state perspective -public authorities and organized interest groups form temporary coalitions to influence the outcomes ofpublic policy. We extend this approach using the concepts of event public, collective actor, Action set, and opposition network. Analyses of communication network and policy event participation data from the U.S. and German national labor policy domains in the 1980s reveals similar spatial patterns in three dimensions: Opposing business and labor coalitions structured many of the legislativefights; no central body emerged to coordinate Actions; and Organizational interests were central to Action-set formation. Political resources played minor roles. Structural differences between U.S. and German domains are attributed to institutional contexts.
Henrich R. Greve - One of the best experts on this subject based on the ideXlab platform.
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Microfoundations of Management: Behavioral Strategies and Levels of Rationality in Organizational Action
Academy of Management Perspectives, 2013Co-Authors: Henrich R. GreveAbstract:Behavioral strategies are a potentially promising microfoundation of management research. Organizational scholars are investigating strategies involving momentum, feedback, inference, and anticipation, and evidence is mounting for each one. These strategies are interesting because they reflect how boundedly rational decision makers reach different levels of collective rationality in Organizational Action, and they have consequences for Organizational learning and adaptation. They also serve as windows into decision-making processes and sources of puzzles that can guide direct investigation of decision-making processes. The combination of evidence, consequentiality, and generative power for future research argues for giving behavioral strategies a role in the microfoundations of management theory.
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Microfoundations of Management: Behavioral Strategies and Levels of Rationality in Organizational Action
SSRN Electronic Journal, 2013Co-Authors: Henrich R. GreveAbstract:Behavioral strategies are a potentially promising microfoundation of management research. Strategies involving processes of momentum, feedback, inference, and anticipation are already being investigated by Organizational scholars, and evidence is mounting for each one. They are interesting because they can be seen as expressions of the level of rationality in Organizational Action, taking the organization as a stylized decision maker, and they also serve as windows into decision making processes and sources of puzzles that can guide direct investigation of decision making processes. The combination of evidence, consequential, and generative power for future research argue for giving behavioral strategies a role in the microfoundations of management theory.
James G. March - One of the best experts on this subject based on the ideXlab platform.
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Continuity and Change in Theories of Organizational Action
Administrative Science Quarterly, 1996Co-Authors: James G. MarchAbstract:The research has been supported by the Spencer Foundation and the Stanford Graduate School of Business. Address comments to the author at the Scandinavian Consortium for Organizational Research, 509 Ceras, Stanford University, Stanford, CA 94305-5015 (e-mail: march@leland.stanford.edu). Most theories of adaptation assume that effective learning requires a balance between exploration and exploitation but that such a balance is continually threatened by tendencies for both exploration and exploitation to be self-reinforcing. I tell a morality tale within such a frame about the past forty years in the study of organizations. The tale emphasizes the struggle of students of Organizational Action to maintain a rough balance between openness and discipline, thus proclaiming both the possibility of a balanced virtue and its rewards-a truly romantic story.'
