Exploring discourse-based organizational change in Japan: practicing between dominant and alternative discourses

Makoto Nagaishi ()
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Makoto Nagaishi: Chukyo University

SN Business & Economics, 2022, vol. 2, issue 2, 1-24

Abstract: Abstract The primary objective of this study is to respond to Grant and Marshak’s (J Appl Behav Sci 47:204–235, 2011) call for a move toward change perspectives that emphasize the generative nature of discourses, narratives, and conversations and how change practitioners discursively facilitate emergent processes. This article attempts to explore the question, “Can we specify the conditions and sources which make generative conversations emerge and may lead to a successful change effort in Japan?” The abductive inquiry into the question indicates that the generative change process convinces change sponsors that changing the dominant discourses and welcoming alternative ones can lead to the long-term development of the organization and the members. With respect to the sources of alternative discourses, psychological safety and trust in the external authority figure are generally required. The importance of survival anxiety and talent diversity may vary across the broad contexts on which organizations depend.

Keywords: Discourse-based organizational change; Japanese cultural beliefs; Dominant discourse; Alternative discourse; Power process; Sense censoring (search for similar items in EconPapers)
Date: 2022
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DOI: 10.1007/s43546-021-00187-x

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