Discourse and Audience: Organizational Change as Multi‐Story Process
批评单一视角的研究，主张用多声音叙事和过程分析来研究组织变革，揭示不同利益相关者和不同受众如何塑造变革故事，对组织研究者和管理者理解变革复杂性有启发。
abstract This article is critical of monological research accounts that fail to accommodate polyvocal narratives of organizational change, calling for more fully informed case studies that combine elements of a narrative approach with processual/contextual analysis. We illustrate how contrasting versions of the same change event by different stakeholders and by the same stakeholder for different audiences, raise theoretical and methodological issues in the analysis and presentation of data on organizational change. Our argument is that research narratives (that seek to develop understanding of change processes) are necessarily selective and sieved through particular discourses that represent different ways of engaging in research. They are authored in a particular genre and written to influence target audiences who become active co‐creators of meaning. Organizational change viewed from this perspective is a multi‐story process, in which theoretical accounts and guides to practice are authored consistent with pre‐selected narrative styles. These, in turn, are purposefully chosen to influence target audiences, but this subjective crafting is often hidden behind a cloak of putative objectivity in the written and oral presentations of academic research findings.