Micro‐Level Discursive Strategies for Constructing Shared Views around Strategic Issues in Team Meetings
研究了团队会议中成员如何通过五种话语策略（重新定义、平等化、简化、合法化、调和）来形成对战略问题的共识，对管理者和团队沟通研究者有参考价值。
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 D iscourse‐ H istorical A pproach ( DHA ) to critical discourse analysis ( CDA ). We reveal five discursive strategies teams use to develop shared views around strategic issues ( R e/defining, E qualizing, S implifying, L egitimating, and R econciling) and demonstrate how they are skilfully operationalized through a range of linguistic devices or means.