 Strategic discourse and the making of strategyFlorence Allard-Poesi () and
Laure Cabantous ()
Post-Print from HAL Abstract: To what extent and how communication, and in particular strategic discourses, contribute to the making of strategy? Does talking of strategy help the doing of strategy? In this chapter, we rely on Austin's view of performativity and use it as a framework to comprehend the effects of strategic discourses on strategic outcomes. Using this framework, we critically review past works to appreciate to what extent and how strategic discourses can be said to be performative. This analysis reveals a paradox: On the one hand, while many managers believe adopting the ‘rules of statements' of strategy discourse will engender the reality they describe, research shows it is rarely the case – strategic discourses have limited illocutionary power. On the other hand, strategic discourses have important perlocutionary effects – for instance, they have significant impact on organizational members' identity. Keywords: Austin; Strategic Discourse; performativity; illocutionary effects; perlocutionary effects. (search for similar items in EconPapers) Published in 36th EGOS virtual colloquium, Sub-theme 44: Putting management communication to the practical test in its heyday, Jul 2020, Online - Hambourg, Germany There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03907050 Access Statistics for this paper More papers in Post-Print from HAL |
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