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  • Kwon et al JMS r7 Final

    Rights statement: This is a post-print of an article published in Journal of Management Studies, 51 (2), 2014. (c) Wiley.

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Micro-level discursive strategies for constructing shared views around strategic issues in team meetings

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Micro-level discursive strategies for constructing shared views around strategic issues in team meetings. / Kwon, Winston; Clarke, Ian; Wodak, Ruth.
In: Journal of Management Studies, Vol. 51, No. 2, 03.2014, p. 265-290.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Kwon, W, Clarke, I & Wodak, R 2014, 'Micro-level discursive strategies for constructing shared views around strategic issues in team meetings', Journal of Management Studies, vol. 51, no. 2, pp. 265-290. https://doi.org/10.1111/joms.12036

APA

Kwon, W., Clarke, I., & Wodak, R. (2014). Micro-level discursive strategies for constructing shared views around strategic issues in team meetings. Journal of Management Studies, 51(2), 265-290. https://doi.org/10.1111/joms.12036

Vancouver

Kwon W, Clarke I, Wodak R. Micro-level discursive strategies for constructing shared views around strategic issues in team meetings. Journal of Management Studies. 2014 Mar;51(2):265-290. Epub 2013 Apr 25. doi: 10.1111/joms.12036

Author

Kwon, Winston ; Clarke, Ian ; Wodak, Ruth. / Micro-level discursive strategies for constructing shared views around strategic issues in team meetings. In: Journal of Management Studies. 2014 ; Vol. 51, No. 2. pp. 265-290.

Bibtex

@article{421ee418498a48f8a1adf0ed455598f0,
title = "Micro-level discursive strategies for constructing shared views around strategic issues in team meetings",
abstract = "Management scholars have explored how certain actors in meetings – especially leaders – shape social processes of interaction and use different linguistic devices, as methods, to affect how sense is made of strategic issues. Less attention has been paid to interactions between members of the team as a whole and the repertoire of discursive strategies, or goal-directed behaviours, that they deploy to create shared views around issues. We analyse rare empirical episodes of team discussions of strategic issues in board meetings to inductively conceptualize how this is achieved. To do this we use the Discourse-Historical Approach (DHA) to critical discourse analysis (CDA). We reveal five discursive strategies teams use to develop shared views around strategic issues (Re/defining, Equalizing, Simplifying, Legitimating, and Reconciling) and demonstrate how they are skilfully operationalized through a range of linguistic devices or means.",
keywords = "Critical Discourse Analysis, Discourse-Historical Approach , discursive strategies , linguistic devices , meetings , shared views , strategic issues",
author = "Winston Kwon and Ian Clarke and Ruth Wodak",
note = "This is a post-print of an article published in Journal of Management Studies, 51 (2), 2014. (c) Wiley.",
year = "2014",
month = mar,
doi = "10.1111/joms.12036",
language = "English",
volume = "51",
pages = "265--290",
journal = "Journal of Management Studies",
issn = "0022-2380",
publisher = "Wiley-Blackwell",
number = "2",

}

RIS

TY - JOUR

T1 - Micro-level discursive strategies for constructing shared views around strategic issues in team meetings

AU - Kwon, Winston

AU - Clarke, Ian

AU - Wodak, Ruth

N1 - This is a post-print of an article published in Journal of Management Studies, 51 (2), 2014. (c) Wiley.

PY - 2014/3

Y1 - 2014/3

N2 - Management scholars have explored how certain actors in meetings – especially leaders – shape social processes of interaction and use different linguistic devices, as methods, to affect how sense is made of strategic issues. Less attention has been paid to interactions between members of the team as a whole and the repertoire of discursive strategies, or goal-directed behaviours, that they deploy to create shared views around issues. We analyse rare empirical episodes of team discussions of strategic issues in board meetings to inductively conceptualize how this is achieved. To do this we use the Discourse-Historical Approach (DHA) to critical discourse analysis (CDA). We reveal five discursive strategies teams use to develop shared views around strategic issues (Re/defining, Equalizing, Simplifying, Legitimating, and Reconciling) and demonstrate how they are skilfully operationalized through a range of linguistic devices or means.

AB - Management scholars have explored how certain actors in meetings – especially leaders – shape social processes of interaction and use different linguistic devices, as methods, to affect how sense is made of strategic issues. Less attention has been paid to interactions between members of the team as a whole and the repertoire of discursive strategies, or goal-directed behaviours, that they deploy to create shared views around issues. We analyse rare empirical episodes of team discussions of strategic issues in board meetings to inductively conceptualize how this is achieved. To do this we use the Discourse-Historical Approach (DHA) to critical discourse analysis (CDA). We reveal five discursive strategies teams use to develop shared views around strategic issues (Re/defining, Equalizing, Simplifying, Legitimating, and Reconciling) and demonstrate how they are skilfully operationalized through a range of linguistic devices or means.

KW - Critical Discourse Analysis

KW - Discourse-Historical Approach

KW - discursive strategies

KW - linguistic devices

KW - meetings

KW - shared views

KW - strategic issues

U2 - 10.1111/joms.12036

DO - 10.1111/joms.12036

M3 - Journal article

VL - 51

SP - 265

EP - 290

JO - Journal of Management Studies

JF - Journal of Management Studies

SN - 0022-2380

IS - 2

ER -