Rhetoric in organized anarchies

J.A.A. Sillince, P. Jarzabkowski, D. Shaw

    Research output: Contribution to conferencePaper

    Abstract

    This empirical case study of a business school internationalisation process investigates the relationship between rhetoric, ambiguity and strategic action in a garbage can context. Our data showed that rhetoric structured the garbage can and reduced the randomness of the strategy-making process in two ways. First, rhetoric enabled actors to distinguish between two uses of ambiguity - maximising ambiguity to avoid action, and minimising ambiguity to enact action. Rhetorics that maximised ambiguity were most frequent at the start of the strategy process; rhetorics that minimised ambiguity were most common later in the strategy process. Second, rhetoric provided structure by linking solutions, problems and participants to choice opportunities to enable action and by negating links between solutions, problems and participants and choice opportunities in order to enable inaction.
    Original languageEnglish
    Publication statusPublished - Jun 2008
    Event4th Organization Studies Summer Workshop - Pissouri, Cyprus
    Duration: 5 Jun 20087 Jun 2008

    Conference

    Conference4th Organization Studies Summer Workshop
    CityPissouri, Cyprus
    Period5/06/087/06/08

    Fingerprint

    rhetoric
    business school
    internationalization

    Keywords

    • rhetoric
    • ambiguity
    • garbage can
    • strategic action

    Cite this

    Sillince, J. A. A., Jarzabkowski, P., & Shaw, D. (2008). Rhetoric in organized anarchies. Paper presented at 4th Organization Studies Summer Workshop, Pissouri, Cyprus, .
    Sillince, J.A.A. ; Jarzabkowski, P. ; Shaw, D. / Rhetoric in organized anarchies. Paper presented at 4th Organization Studies Summer Workshop, Pissouri, Cyprus, .
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    abstract = "This empirical case study of a business school internationalisation process investigates the relationship between rhetoric, ambiguity and strategic action in a garbage can context. Our data showed that rhetoric structured the garbage can and reduced the randomness of the strategy-making process in two ways. First, rhetoric enabled actors to distinguish between two uses of ambiguity - maximising ambiguity to avoid action, and minimising ambiguity to enact action. Rhetorics that maximised ambiguity were most frequent at the start of the strategy process; rhetorics that minimised ambiguity were most common later in the strategy process. Second, rhetoric provided structure by linking solutions, problems and participants to choice opportunities to enable action and by negating links between solutions, problems and participants and choice opportunities in order to enable inaction.",
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    Sillince, JAA, Jarzabkowski, P & Shaw, D 2008, 'Rhetoric in organized anarchies' Paper presented at 4th Organization Studies Summer Workshop, Pissouri, Cyprus, 5/06/08 - 7/06/08, .

    Rhetoric in organized anarchies. / Sillince, J.A.A.; Jarzabkowski, P.; Shaw, D.

    2008. Paper presented at 4th Organization Studies Summer Workshop, Pissouri, Cyprus, .

    Research output: Contribution to conferencePaper

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    AU - Shaw, D.

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    Sillince JAA, Jarzabkowski P, Shaw D. Rhetoric in organized anarchies. 2008. Paper presented at 4th Organization Studies Summer Workshop, Pissouri, Cyprus, .