By Dr. Lutz Becker, Andreas P. Müller (auth.), Andreas P. Müller, Lutz Becker (eds.)
The editors deliver phrases, narrative and innovation, jointly in an interdisciplinary and interactive method. Narratives are ubiquitous and carry the aptitude to point destiny adjustments in politics, economies and markets. As “stressors” and stabilizers in organisations, narratives and adjustments within the consensus narrative point out the necessity for strategic switch or organizational stasis and will be applied as a resource for early reputation in strategic administration. using narratives in administration, besides the fact that, makes it essential to undertake a brand new point of view. This quantity deals a polyphonic discussion board for the advance of an interpretive strategy in the direction of enterprise management, strategic administration, and entrepreneurship, via introducing tools of semiotics, linguistics, narratology, and others. This compilation, as a result, provides a entire evaluation of clinical and commercial views past the mainstream.
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Extra info for Narrative and Innovation: New Ideas for Business Administration, Strategic Management and Entrepreneurship
1, pp. 76-90. Dutton, J. E. (2002): Strategic Agenda Building in Organizations. In: The Importance of Organizational Identity for Strategic Agenda Building. ) (2002): Organizational Decision Making. First paperback edition. Cambridge: Cambridge University Press, pp. 81-107. Festinger, L. (1957): A theory of cognitive dissonance. Stanford: Stanford University Press. Gergen, K. J. (2002): Eine Hinführung zum sozialen Konstruktionismus. Stuttgart: Kohlhammer. Goldstein, B. E. (1989): Sensation and Perception.
X For instance, portfolio and SWOT analyses are concentrated expressions of these patterns. The underlying criteria and assumptions of these analyses should be in the focus of early recognition processes. x There exist numbers of different cultural and functional affected semantic codes – not all of them are shared by the members of the organization. Organizational Perception and Cultural Orientation 43 These principles lead us to a concept of early recognition that emphasizes and appreciates the existence of different cultural coding systems.
This requires what Weick calls “mindful management and culture” (Weick and Sutcliffe 2001: 159). Weick calls for a management that exposes itself to strategic dissonances in a proactive way. He proposes “to encourage alternative frames of reference”, “to reward groups that preserve divergent analytical perspectives” and to “restate the companies’ goals in the form of mistakes that must not occur”. Doing so, he said, will focus more attention directly on the unexpected, on disconfirmed expectations, and on issues of reliability (Weick and Sutcliffe 2001: 160-162).