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Strategic Application of Storytelling in OrganizationsToward Effective Communication in a Diverse World
Abstract
Internal and external workplace diversity and the technology-induced time constraints of multinational competition make the challenge of improving organizational communication bigger than ever. Narrative paradigm or the “storytelling” theory has been proffered as an effective cross-cultural communication tool, but this article presents the idea that storytelling goes beyond that and fills the diverse communication needs of today’s heterogeneous workforce. It presents a model of storytelling as a complete organizational communication tool, discusses how to effectively apply storytelling in the diverse work environment, and proposes some opportunities for further research.
... For example, promoting a green agenda inside the offices, making social policy in the manner of recruitment, diversity, equality policy, and more (Ely and Thomas, 2001;Ferdman and Deane, 2014). In both instances, organizations use social action as a storytelling, and a means to inform relevant audiences about its social action (Barker and Gower, 2010;Brown et al., 2005;Sole and Wilson, 2002). ...
... According to Morgan and Dennehy (1997), stories can enhance the memorability and credibility of information: They suggest that stories "are a powerful means of communicating values, ideas, and norms (Morgan and Dennehy, 1997: 495). Barker and Gower (2010) also emphasize the significant impact of stories and storytelling in the realm of organizational effectiveness (Barker and Gower, 2010). One area where storytelling thrives is in the context of CSR. ...
... According to Morgan and Dennehy (1997), stories can enhance the memorability and credibility of information: They suggest that stories "are a powerful means of communicating values, ideas, and norms (Morgan and Dennehy, 1997: 495). Barker and Gower (2010) also emphasize the significant impact of stories and storytelling in the realm of organizational effectiveness (Barker and Gower, 2010). One area where storytelling thrives is in the context of CSR. ...
This article delves into how factors within the high-tech industry can shape a nation’s image, exploring the intricate dynamics between tech corporate diplomacy and the public diplomacy of the state. It presents a strategic approach for tech companies to fortify their image, with a particular focus on highlighting the importance of Corporate Social Responsibility (CSR) narratives. It discusses how such initiatives not only have the potential to enhance the reputation of tech companies on a micro level but also offer industrial and diplomatic advantages for the nation on a macro scale.
... Additionally, the narrative paradigm theory suggests that individuals evaluate the persuasiveness of messages based on coherence and fidelity, highlighting the role of storytelling in appealing to emotions and values (Barker & Gower, 2010). Coherence refers to how well the narrative fits together and makes sense, while fidelity relates to how well the narrative aligns with the values and beliefs of the audience (Barker & Gower, 2010). ...
... Additionally, the narrative paradigm theory suggests that individuals evaluate the persuasiveness of messages based on coherence and fidelity, highlighting the role of storytelling in appealing to emotions and values (Barker & Gower, 2010). Coherence refers to how well the narrative fits together and makes sense, while fidelity relates to how well the narrative aligns with the values and beliefs of the audience (Barker & Gower, 2010). In order for narratives to be appealing and persuasive to organisational members, they should contain elements that resonate emotionally with organisational members (van der Waldt, 2019;Herman, et al., 2012). ...
... A well-implemented narrative strategy will likely result in higher levels of engagement and commitment among organisational members, crucial for the successful execution of strategic objectives (Blas, 2023). Furthermore, aligning individual and organisational goals through persuasive narratives will foster a cohesive and unified approach towards achieving organisational resilience (Barker & Gower, 2010). ...
Amid macroeconomic, political, environmental and technological disruptions that have previously led to the failure of contracting firms, the construction industry faces the imperative to foster organisational resilience. While contemporary literature proposes diverse strategies to manage these disruptions effectively, it lacks clarity on how these strategies are conceptualised and practically mobilised within contracting organisations. However, a notable deficiency of the literature is that the manner in which these strategies are conceptualised and mobilised persuasively within contracting organisations remain unidentified. This study fills this void by conducting a comprehensive literature review, proposing a conceptual framework on the persuasive mobilisation of organisational resilience strategies within the construction sector. Through the lens of the strategy-as-practice perspective and drawing upon theoretical insights from narrative theory, this research intricately examines the interplay between contextual factors such as industry dynamics, organisational resilience strategies, narrative building blocks, strategic discourse and narrative persuasion. Specifically, this study underscores the significance of narrative infrastructure as the contextual canvas upon which strategic narratives are crafted and enacted. By elucidating the impact of narrative infrastructure on organisational actions and member perceptions, this framework not only advances theoretical understanding but also offers actionable insights for enhancing organisational resilience through strategic narratives. This research contributes to both academia and industry by shedding light on the pivotal role of narrative infrastructure in construction firms and providing pragmatic pathways for leveraging it effectively.
... Additionally, the narrative paradigm theory suggests that individuals evaluate the persuasiveness of messages based on coherence and fidelity, highlighting the role of storytelling in appealing to emotions and values (Barker & Gower, 2010). Coherence refers to how well the narrative fits together and makes sense, while fidelity relates to how well the narrative aligns with the values and beliefs of the audience (Barker & Gower, 2010). ...
... Additionally, the narrative paradigm theory suggests that individuals evaluate the persuasiveness of messages based on coherence and fidelity, highlighting the role of storytelling in appealing to emotions and values (Barker & Gower, 2010). Coherence refers to how well the narrative fits together and makes sense, while fidelity relates to how well the narrative aligns with the values and beliefs of the audience (Barker & Gower, 2010). In order for narratives to be appealing and persuasive to organisational members, they should contain elements that resonate emotionally with organisational members (van der Waldt, 2019;Herman, et al., 2012). ...
... A well-implemented narrative strategy will likely result in higher levels of engagement and commitment among organisational members, crucial for the successful execution of strategic objectives (Blas, 2023). Furthermore, aligning individual and organisational goals through persuasive narratives will foster a cohesive and unified approach towards achieving organisational resilience (Barker & Gower, 2010). ...
Amid macroeconomic, political, environmental and technological disruptions that have previously led to the failure of contracting firms, the construction industry faces the imperative to foster organisational resilience. While contemporary literature proposes diverse strategies to manage these disruptions effectively, it lacks clarity on how these strategies are conceptualised and practically mobilised within contracting organisations. However, a notable deficiency of the literature is that the manner in which these strategies are conceptualised and mobilised persuasively within contracting organisations remain unidentified. This study fills this void by conducting a comprehensive literature review, proposing a conceptual framework on the persuasive mobilisation of organisational resilience strategies within the construction sector. Through the lens of the strategy-as-practice perspective and drawing upon theoretical insights from narrative theory, this research intricately examines the interplay between contextual factors such as industry dynamics, organisational resilience strategies, narrative building blocks, strategic discourse and narrative persuasion. Specifically, this study underscores the significance of narrative infrastructure as the contextual canvas upon which strategic narratives are crafted and enacted. By elucidating the impact of narrative infrastructure on organisational actions and member perceptions, this framework not only advances theoretical understanding but also offers actionable insights for enhancing organisational resilience through strategic narratives. This research contributes to both academia and industry by shedding light on the pivotal role of narrative infrastructure in construction firms and providing pragmatic pathways for leveraging it effectively.
... There are many studies which address the impact of ineffective meetings in organizations (Elsayed-Elkhouly & Lazarus, 1997; Gillette, 2007;Ioffreda & Gargiulo, 2008;Jorgensen, 2010;Rogelberg et al., 2007) and the importance of communication in the workplace (Barker & Gower, 2010;Blair, 2006). Barker and Camarata (1998) contend that communication is an essential ingredient in creating learning organizations; and effective communication requires cooperation, connection, and engagement with others so they understand what has been said and they own the insights or recommendations. ...
... In today's complex and diverse global business environment, timely and effective communication is essential. When looking at the research on applying storytelling in organizations as a communication method, Barker and Gower (2010) suggested there may never be a better time to strategically use storytelling or Narrative Paradigm Theory at all levels of an organization to manage the complexities of communicating in diverse environments. ...
... Kahan (2006) contends that stories, when linked to business objectives, quickly accelerate the work and increase collaboration amongst team members. The ability to quickly and effectively share business information enhances communication, performance, and speed (Barker & Gower, 2010). ...
There are many different approaches to communicating a story, which engages and inspires the audience. The opportunity comes in teaching employees a framework to tell a story that influences outcomes. This study analyzed the effects of a storytelling class delivered to employees of a Fortune 500 organization. Data for the study was sourced from a mixed-method approach: archival interviews, class evaluations, and face- to-face interviews. These methods measured the participants’ reaction to the training, evaluated the relevance to the job, and determined the impact of learning the art of telling a story. The findings showed participants reported improved confidence, strengthened relationships, and greater competence in telling an effective story. Organizational benefits reported meetings that are more efficient, enhanced communication, and accomplishment of desired results. Supporting a coordinated approach to teach storytelling across the organization will help organization development practitioners find an effective way to share knowledge, influence outcomes, and deliver measurable results.
... Indeed, previous leadership researchers suggest that narratives already serve as an effective tool for managers and leaders to promote organizational change, increase employee engagement and loyalty, especially during change-intensive periods (Boje 2008;Gill 2011) and in diverse work environments (Barker and Gower 2010). They also help manage knowledge within organizations (Graham 1999;Whyte and Classen 2012), enhance understanding of corporate values and culture (Kaye 1995;Smith and Keyton 2001), inspire people and spark action (Denning 2006;Dolan and Naidu 2013), and build connectivity and trust with employees (Grisham 2006;Harris and Barnes 2006). ...
... According to Davis (1993), there are five sequential components that collectively constitute a well-established narrative framework: 'setting, build-up, crisis or climax, learning, and new behavior or awareness'. In the context of contemporary organizational literature, research on narratives is manifold and has identified its specific functions in the areas of knowledge management (Hannabuss 2000;Whyte and Classen 2012), communication (Barker and Gower 2010;Harben 1998), organizational cul-ture (Zwack et al. 2016), change management (Bryant and Cox 1994;Gill 2011), leadership (Denning 2006;Harris and Barnes 2006) and organizational learning (Barker and Camarata 1998;Boje 1994;Lämsä and Sintonen 2006). ...
... Especially during periods of uncertainty and change, getting participants' buy-in to critical business model shift and corresponding strategy-changes of the organization represents a major challenge for corporate leaders (Denning 2006). Here, narratives bridge the barrier between leaders and employees (Gill 2011), and enable symmetrical communication/discussion -thereby facilitating understanding and sense-making for effective organizational change (Barker et al. 2004;Smith and Keyton 2001;Barker and Gower 2010;Maitlis and Christianson 2014). Stories about leaders' personal experience, empathizing with their employees' situation, can evoke emotions; they strengthen the perception of the leaders' trustworthiness and lead to employee loyalty and commitment (Auvinen et al. 2013a;Sole and Wilson 2002). ...
Recent studies have identified practical wisdom as a critical area for exploration in the domains of management and leadership. This paper delves into the cultivation and manifestation of practical wisdom in leadership, emphasizing the potential of narratives as an efficacious tool, as corroborated by academic literature. Employing practical wisdom theory and a refined analytical model, we examine the role of narratives as a key instrument for practically wise leaders. Through the provision of theoretical underpinnings and empirical evidence, our study seeks to elucidate the tripartite interconnectedness of practical wisdom, narratives, and leadership. Subsequently, a conceptual model is developed and illustrated, outlining the relationship between narratives and practical wisdom across diverse leadership contexts. This analysis positions practical wisdom as a fundamental guidance for leaders’ narrative practices. Acknowledging the paper’s conceptual focus, we discuss the practical and theoretical implications of the proposed model and advocate for empirical inquiry to further enhance understanding of narrative practices in practically wise leadership.
... As BMI needs to take into consideration the experience of stakeholders, including customers (Keiningham et al., 2020), organizations need to create and communicate their experiences and value propositions. Most of the storytelling literature in relation to work and organizations focuses on the use of narratives and stories as an internal communication tool (Barker & Gower, 2010) and on exploring the use of narratives for specific purposes within the organization (Dailey & Browning, 2014). However, no direct connection is made between storytelling and value proposition. ...
... Where external storytelling is discussed, it tends to be about how an organization projects an image to the outside world (Boje, 1995;Schembri & Latimer, 2016) rather than about the processes, skills or materials being used in the production of objects. Barker and Gower (2010) assess storytelling as a critical tool for internal communication within organizations. They present a Storytelling Model of Organizational Communication which takes a holistic approach to communication across diverse workforces and acknowledges storytelling and social exchanges as being critical to increasing productivity, enhancing learning, and improving relationships in the workplace. ...
... The organizational storytelling literature focuses predominantly on the use of narratives and stories as an internal communication tool (Barker & Gower, 2010) and on the use of narratives for specific purposes within the organization (Dailey & Browning, 2014), but it has not been used as a method for articulating a value proposition. Existing literature focuses on how organizations project their image to the outside world (Boje, 1995;Schembri & Latimer, 2016), how they mobilize it as a critical tool for internal communication within organizations (Barker & Gower, 2010;Sergeeva & Trifilova, 2018) and how they use it to stimulate stakeholders into social actions by demonstrating positive impacts (Bublitz et al., 2016). ...
This article proposes an empirically derived method, Slow Storytelling, to construct and articulate value propositions, as a contribution to Business Model Innovation. Organizational actors and customers must be clear on what value an enterprise, product or service offers. This is increasingly important for products and services that leverage social, cultural, and environmental values. However, few existing models provide the framework and method to facilitate business articulation of value proposition for stakeholders. Our participatory ethnographic study conducted before and during COVID-19 in craft micro-enterprises in Uzbekistan addresses this gap. We co-created a novel method, ‘Slow Storytelling’, to innovate, enhance and articulate value propositions, by mobilizing and communicating the social, cultural, and environmental values; for example, by explaining the lived and sustainable history of the product. The method consists of eight steps to elicit consumers’ emotional connection with craft producers and trigger attention towards their social and environmental impact. Slow Storytelling can be adopted beyond our craft setting, to support the construction and articulation of value propositions.
... Coming at the problem of resistance from a different theoretical direction, narrative persuasion has often been proposed as a strategy to avoid or overcome a target audience's tendency to resist persuasion (Hamby et al., 2017;Moyer-Gusé & Nabi, 2010). In response to the call for research surrounding the effectiveness of storytelling at different organizational levels and the identification of consistent characteristics of effective organizational stories (Barker & Gower, 2010), the present study examines the potential efficacy of a narrative-based inoculation strategy as a means of mitigating the reactance experienced by employees upon being assigned to DEI training programs. ...
... Inoculation is widely used in the crisis communication context, in which defending against damaging change to organizational reputation is the counterpersuasive goal (Wigley & Pfau, 2010). Relating to narrative, Barker and Gower (2010) proposed the storytelling model of organizational communication (STMOC), asserting that storytelling is evolving into a comprehensive solution to meet the diverse communication requirements of today's heterogeneous workforce. Empirical evidence has shown that narrative communication can be effective in changing people's attitudes and behaviors in organizational and workplace contexts. ...
Despite annual investments of $8 billion by U.S. organizations on diversity, equity, and inclusion (DEI) training, many DEI programs are derailed by resistance from members whose attitudes and behaviors the programs are intended to address. The current study tested the effectiveness of a narrative-based inoculation strategy designed to mitigate resistance attributable to psychological reactance. Participants (N = 273) were randomly exposed to either a single-message assignment-to-DEI-training notification or a dual-message inoculation condition in which they received a pro-DEI-training message before receiving the assignment-to-DEI-training notification. The inoculation condition produced lower levels of reactance and greater positive attitude change in favor of DEI training, with reactance mediating the effects of the message conditions on change in attitude toward DEI training and political ideology moderating the effects of reactance. The results contribute to the field by demonstrating the potential utility of inoculation strategies for promoting DEI training and other organizational initiatives.
... Selective in choosing channel Okoro (2013) Lean media Klitmøller and Lauring (2013) Digital tools Lifintsev and Wellbrock (2019) Storytelling Barker and Gower (2010) 1 2 3 4 5 6 ...
Organisations exist, function and develop through communication. Intercultural communication is a specific communication activity in which the parties involved represent different cultures. The current context, dominated by globalisation, multiculturalism, internationalisation and digitalisation, underlines the importance of studying intercultural communication in an organisational context. The aim of this paper is to develop a comprehensive synthesis of the factors that influence the effectiveness of intercultural communication in organisations and to propose research hypotheses for future studies in this area. The methodology used to conduct this study includes the methods of analysis, synthesis, induction (for logical connections), deduction (for identifying theories from the literature), abduction (for identifying causes and factors and building hypotheses) and hierarchical classification (for grouping factors in the three-level taxonomy). The analysis of the factors mentioned in the literature on the effectiveness of intercultural communication in organisations has led to the development of a three-level taxonomy that groups them into five categories: management-related factors, group factors, individual factors, cultural factors and communication factors. This systematic and clarifying approach suggests linkages and directions for research as well as lines of action for practitioners to ensure sustainable development of multicultural organisations and increase the chances of success of intercultural communication in different organisational contexts. The novelty of the paper lies in the fact that the existing literature does not propose a systemic view of the factors that influence intercultural communication outcomes. Most of the identified research presents comparative, descriptive approaches to the characteristics of intercultural communication in specific cultural contexts.
... Businesses now pose the need for leaders to look for better ways to communicate efficiently and effectively in the fast-paced business environment. This push has led to the consideration of storytelling which "offers a cross culturally and interculturally familiar and comfortable method to help accomplish this." (Barker & Gower, 2010) This theory is relevant in determining the role of the storytellers in the change communication process since human beings are inherently storytellers. It also is useful in gauging the acceptability of the stories based on qualities of narrative fidelity and probability hence persuaders and persuadees are able to judge what stories would be most relevant for change in a dynamic environment. ...
Purpose: The aim of the study is to analyse the influence of narrative principles on organizational change adoption of blended learning in selected Kenyan Universities. Methodology: Data was collected through semi-structured interviews with a sample size of 18 full-time lecturers in University of Nairobi (Faculty of Arts and Social Sciences); and Kenyatta University (School of Humanities and Social Sciences) for the period between November to December 2023. In each university 9 lecturers were interviewed which is reflective of the saturation point for getting new information among respondents through interviews. Interviews were conducted face to face whereas others were conducted online through Google meet depending on the availability of respondents. Ethical considerations were followed throughout the research process which included collection of informed consent during data collection. The data was then processed using the QualCoder 3.5 software. Findings: The study revealed that persuasive storytelling had an influence on the adoption of blended learning in selected public universities. The blended learning adoption change was noted as emergent technological change which was sparked by the prevalence of COVID-19 pandemic outbreak. Unique Contribution to Theory, Practice and Policy: The study was anchored on Narrative Paradigm Theory. It showed modern application of the theory in learning institutions. University management need to utilize further the concept of storytelling communication in a similar and even better manner just as they did in the wake of COVID-19 pandemic to navigate resumption of learning by adopting online and blended learning.
... Unlike user stories, storytelling is not just about describing functions or requirements but also about conveying context, emotions, and perspectives. Storytelling can be used in a variety of areas, from advertising and marketing to internal corporate communications [434,435]. ...
The overall objective of this work is to develop a comprehensive
and human-centred methodology for the analysis and design of digital
assistance systems. The research strategy is based on design science
research and employs a mixed-methods approach. Three distinct studies,
which contribute to the development of a robust methodology that
enhances the understanding and implementation of digital assistance
systems in assembly processes, validate the concept.
... Because those who are deaf or mute need to have their proper place in society, such an application was desperately needed. They experience secondary issues like loneliness and despair as a result of their basic weakness; thus it would be preferable if they could integrate more socially and forge more social ties [9] [10]. ...
... By compelling narratives of their personal and professional journey, leaders can inspire and motivate followers. Barker and Gower (2010) avers that this form of story-telling allows leaders to demonstrate their values, beliefs, and experiences, fostering a sense of collective purpose and building trust among team members. Also, leaders who exhibit mastery on the art of storytelling can greatly influence organizational culture and positively impact employee engagement and performance (Hall et al., 2021;Gabriel, 2005;Bonnet, 2020). ...
Narrative identity theory is a psychological framework that emphasizes the role of personal
narratives happening in one's sense of self-identity. This theoretical paper explores how narrative
identity theory can inform leadership development programme by emphasizing the use of
storytelling to enhance self-awareness, authenticity, and leadership effectiveness. This paper
further explores the relevance of this theory in the information and communication industry,
particularly in relation to how individuals use and understand media content. Drawing on recent
research and theories in the field, this paper argues that incorporating Narrative identity into
leadership development programme can provide leaders with a deeper understanding of their
values, motives, and experience, thereby enabling them to lead with greater authenticity and
effectiveness.
... Storytelling is necessary in our daily lives, and is employed in various fields such as business (Barker & Gower, 2010;Denning, 2006;Monarth, 2014), medicine (Charon, 2005;Ofri, 2005), law (Massaro, 1989;Rideout, 2008), and engineering (Lloyd, 2000;Adams, et al., 2007). In addition to being essential for all speakers of English, it is also an important competence for English Language Learners (Kiernan, 2005). ...
The New Japanese Course of Study set forth by Japan's Ministry of Education, Culture, Sports, Science and Technology calls for the implementation of the Active Learning methodology in English and other foreign language classes, including interactive discussions among students, debates, and presentations. While the guidelines advocate for integrated linguistic activities, they do not emphasize creativity. Storytelling, however, offers opportunities for students to develop communicative skills, increase vocabulary, and is often highly motivating. As a group activity, storytelling can help students cultivate many of the skills set forth as goals by governmental guidelines, including a familiarity with technological devices. This paper introduces an assignment in creating multimodal mash-up stories-a combination and/or adaptation of two existing stories-which was carried out at a Japanese university. Students were asked to combine a well-known Japanese story with a non-Japanese fairy or folktale, and then present it in the manner of their choosing. For example, members were allowed to act out the stories, present them as kamishibai, or PowerPoint presentations, or create videos, among other methods. I will show that although students may be unfamiliar with writing stories in English, with sufficient scaffolding, and with access to their full linguistic repertoire, they are capable of combining familiar texts in meaningful and original ways, while developing an understanding of story structure. The activity also allows students to collaborate, employ critical thinking skills, and capitalize on the individual strengths of group members. Furthermore, students are given the opportunity to make comparisons between cultures and express their creativity.
... Coaches have a significant impact on team performance (Mach et al., 2022), and they encourage team characteristics such as strong interdependence, collective identity, the need to establish a shared purpose, and organized communication and decision-making processes (Barker & Gower, 2010). Therefore, the inspirational behaviors of the leaders and their enthusiasm to work with their athletes to find solutions are more applicable in sports environments. ...
The primary goal of the current study was to determine how coaches’ transformational leadership philosophies affected player contentment on the selected Ethiopian Super League and National League football teams. A transformational leader encourages and inspires others to step outside of their comfort zones and find creative solutions to issues. A key factor in creating and sustaining player performance and athlete satisfaction is the coaching approach. The goal of the study was to ascertain how soccer players’ contentment with their particular football teams was impacted by coaches’ transformational leadership approaches. The study design was a correlational research design. The study subjects in the sample consisted of 227 soccer players. SPSS version 20.0 was used in this study for data entry, computation, and processing. The study results of independent t-tests and multiple linear regression models were revealed to be fit. Athlete satisfaction predicted by the regression model was significant and fit. The present study revealed that the national league’s mean score was lower than the super league’s mean in the independent t-test results. The study showed that the most crucial coach behavior to improve athletes’ satisfaction is transformational coaching leadership style. Because of this, the Ethiopian Football Federation and other regional football federations may consider how transformative leaders’ leadership philosophies affect athlete satisfaction.
... Narrative storytelling satisfies the standards of intelligence and related teaching and learning theories in a learning setting. Every corporation benefits from the expansion of multinational working associations also because they provide more color to their stories (Barker & Gower, 2010). ...
Organizational storytelling is a way to share information, guide decision-making, and affect how well a business does. Employee attitudes are molded through storytelling, which also has an empowering effect on employees. This is particularly true in times of change and transformation (Wilson, 2019). Storytelling is grounded in constructivist narrative learning theory (Clark & Rossiter, 2008). The purpose of this study is to explore the use of storytelling by a leading company in the telecommunications sector in the Middle East. A qualitative methodology was adopted, using interviews as a research tool to provide an in-depth narrative of individuals’ experiences of storytelling during a time of organizational transformation. Twenty employees participated in this study, across managerial and non-managerial roles. The main conclusion is that storytelling is overall perceived positively by company employees who adopt this tool. In times of crises and transformation, this tool contributes to change, a collective culture, communication, unity, employee well-being, and productivity.
... Sociolinguistic literature argues that people with different social statuses tend to develop different language use styles (Niederhoffer and Pennebaker 2002), which may lead to potential communication barriers in cross-status communication (Steinmacher et al. 2015;Stewart 2005). Meanwhile, social status enables the formation of organizational routines, guaranteeing a bottom-line communication function among developers (Barker and Gower 2010). The tensions between these two forces may result in complicated effects in cross-status communication, which is critical to many important tasks in OSS development, to name a few, pull-request evaluation, bug-fixing, etc. Figure 1 presents a snippet of a real-world conversation between non-elite developers and elite developers debating on maintaining dependencies. ...
Context
The success of an open source software (OSS) project requires effective communication among its members. Given that OSS projects often have established social status systems, such communication may happen between individuals of different statuses, particularly, elite developers with project management privileges and ordinary project contributors. They communicate with each other on many essential activities, e.g., bug fixing, code review, etc., thus having profound influences on project outcomes.
Objectives
We seek to develop an understanding of cross-status communication from a perspective of language style matching among developers of different status, and its relationships with an OSS project’s outcomes in terms of productivity and quality.
Method
We approach the above research objectives with the language style matching (LSM) tool, which measures the similarities of cross-status communication in multiple language style features. We first dynamically identify elite developers having project administration privileges for each sampled project. Then, we capture the cross-status communication between elite and non-elite developers; and calculate the LSM features of these two groups of individuals. The LSM variables, together with project outcomes, were used to fit regression models to analyze potential relationships between cross-status communication’s language matching and project outcomes.
Results
Using over 275,000 collected conversations, our analyses yield rich insights into cross-status communication in open source development. First, our results reveal that the elite and non-elite developers exhibit quite similar linguistic patterns in using certain categories of words. Second, we explore the relationships between linguistic similarity in cross-status communication and project outcomes. The regression results are generally negative, indicating there might be very limited significant relationships between cross-status communication’s language matching and project outcomes, with a few exceptions.
Limitations
The study has several limitations. First, it considers projects hosted on GitHub only. Second, to ensure data availability, our sample is drawn from top projects, thus not representing all projects. Third, we only consider a limited number of linguistic features, and indicators for project outcomes.
Registered Report
This study is developed from the registered report available at: https://arxiv.org/abs/2104.05538. This registered report was accepted at the MSR 2021 Registered Reports Track.
... Of note, a policy from UNESCO (2018) provides a guide for educators in using digital technologies to serve the needs to develop children's cultural competencies and awareness so that they could appreciate different cultures and communicate with other people from different regions, ages, social classes and cultures confidently (Deardorff, 2019). Furthermore, researchers discovered a number of pedagogies to develop children's cultural understandings and awareness, and digital storytelling has been proffered as an effective digital communication tool for decades (e.g., Barker & Gower 2010, Burke & Kafai 2012. A recent study conducted by Parsazadeh et al. (2021) revealed that digital storytelling as an effective method of "present, practice and produce" could demonstrate CT in English language learning classrooms. ...
Computational thinking (CT) has received worldwide attention due to its alignment with developing 21st century skills such as creativity, problem-solving, and digital competence. With the increasing provision of programming tools such as robotic toys and tablet apps in the sector of early childhood education (ECE), many ECE researchers and practitioners tend to link CT to programming. However, children are reluctant to sustain their interests in programming activities, and may be further demotivated by debugging failures. This multi-group quasi-experimental study aimed to evaluate the effects of a story-inspired approach in bridging the gap between programming and CT for preschool children. Building on previous literature suggesting storytelling as a powerful, culturally responsive pedagogy, 5-year-old children (N=108) were involved in nine weeks of CT learning via one of the three conditions: Story-Inspired Robot Programming (SIRP), Story-Inspired Tablet Programming (SITP), and unplugged CT education. Results revealed that children who participated in the SIRP and SITP conditions showed improved CT scores, relative to unplugged CT education, even after controlling for baseline CT scores. No gender or family socioeconomic effects were found to influence the benefits of story-inspired programming interventions. These findings suggest that storytelling as a culturally responsive approach, whether using robots or tablets as a programming tool, can provide young children with more inclusive and sustainable CT learning experiences.
... We are talking about relationships and needs to be met" (Torres, 2009, p. 62). For Barker and Gower (2010), an organization encounters, every day, a diversity of audiences with significantly different communication needs. To respond to this heterogeneity, the same authors advocate the adoption of the storytelling technique. ...
The explosion of product options and digital channels, couple with the emergence of an increasingly demanding and well-informed consumer, has revealed implications for the purchasing process and marketing. Increasingly, the consumer takes control of the process and actively seeks out the information he considers useful (Court et al., 2009). This new paradigm is called inbound marketing. In this context, brands feel the importance of integrating the consumer's voice in a bilateral communication valued by inbound marketing strategies. However, the topic is still recent and academically little explored. Hence, the objective is the study of the application of inbound marketing strategies, supported by the starting question: What are the key points in the implementation of inbound marketing strategies by Tour Operator S (It was chosen for this designation, to protect the identity operator concerned)? To this end, we sought to explore and cross-check the "content marketing" and "social media marketing" (strategies applied by the company) in the translation of success indicators for inbound marketing. We opted for a qualitative methodology, using the content analysis of interviews and documentary research. This study highlights the importance of incorporating content marketing in companies' inbound marketing strategies. Since the goal of Comunicação Digital e Inbound Marketing: estratégias aplicadas ao setor do turismo em Portugal 2 Marketing & Tourism Review • Belo Horizonte-MG-Brasil • v. 7, n. 1, 2022 NEECIM TUR • Núcleo de Estudos e Estratégias em Comunicação Integrada de Marketing e Turismo • UFMG inbound marketing is to attract consumers, it's essential to awaken the interest in looking for Operator S and building positive attitudes. To reinforce this, Operator S offers a valuable storytelling to the consumer, combined with an emotional component. The process involves investing in continuous conversations that encourage engagement 1 , possible through participatory and collaborative means, which is the case with social networks. The accessibility of the tools of this medium allows the sharing of non-invasive content, leaving the power, in the consumer, to decide in what circumstances he looks for the brand.
... Storytelling can be defined as the detailed explanation of personal experiences, beliefs, lessons of life or ideas using narrative strategy to ignite strong insights and emotions. Barker and Gower (2010) say that stories are usually memorable and easy to comprehend, hence they create a common ground that establishes credibility. Lämsä and Sintonen (2006) corroborate that stories can establish a sense of empathy from a cognitive and emotional view to assist people to understand and experience the world view of others. ...
The objective of this study was to determine the utilization of social media storytelling for seeking and receiving help among Nigerian refugees who were displaced by the war between Russia and Ukraine. The researchers also used variables from the theory of communication infrastructure to determine how they ascertain the promptness of the help received. The descriptive survey research design was used for the study with a structured questionnaire as the instrument for data collection. The result of the study showed a significant positive correlation between social media storytelling and help-seeking and help-receiving among Nigerian refugees who were displaced by the war. The additional result showed that communication systems determined the promptness in receiving help. In particular, the macro-level was found to be more effective in promptness of help received than meso and micro levels. The theoretical and practical implications of these results have been highlighted.
... Narrative here refers to any verbal or non -verbal interpretation that is logically arranged to ensure meaningful communication. The Narrative Paradigm Theory that identifies everyone as storytellers also identifies two aspects of narration: coherence (the degree to which the story makes sense to the listener) and fidelity (credibility and the reliability of the story (Cragan and Shields, 1998; Barker and Gower, 2010). Table 1 shows the distribution of the descriptive details of the respondents. ...
This is an Open Access Journal / article distributed under the terms of the Creative Commons Attribution License (CC BY-NC-ND 3.0) which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. All rights reserved. The purpose of this paper is to understand the manner in which stories are being used in Indian organisations through phenomenological qualitative research methodology. The paper further aims to understand the issues and the channels of formal communication where storytelling is most utilized. has been adopted for this study. In-depth face to face interviews were conducted with 20 corporate professionals through the Zoom communication platform. From the analysis, 4 themes emerged: why stories (the reasons for storytelling), what stories (the types of stories), whose stories (the managerial positions of the narrators) and how stories (the most effective storytelling mode). It has also been found through analysis that during these trying times, especially with the onset of the pandemic where a lot of norms have been altered, stories that have been shared during meetings and via emails have helped the individuals cope with the new normal. The study will be highly beneficial for the employees and the leaders of corporates as it will enable them to create more effective teams, assign responsibilities more effectively, develop a successful corporate brand and even manage conflicts in a more effective manner. The study will also be beneficial to the students and the teachers as it will enable them to understand the importance of storytelling as an essential skill to be learnt and taught in higher education institutions. ABSTRACT RESEARCH ARTICLE
... Second, stories can be used in coaching and leadership development. Barker and Gower (2010) have devised 'The storytelling model of organisational communication (STMOC)', while Carr and Ann (2011, p.241) even suggest that coaches should make their clients feel 'shame, guilt or inadequacy', to be influenced to 'idealise' and follow their advice. Third, stories and narratives can be used to build legitimacy through both 'sensemaking and sensegiving' (Gioia and Chittipeddi, 1995) and, therefore to explain, legitimise and enforce strategies (Weick, 1995). ...
... Recognizing the individual organizational contributions to the IOC can also fertilize future projects. Organizational storytelling was another useful way of making connections across diverse groups of people (Barker & Gower, 2010) and representing invisible labor and service. Storytelling about past successful projects in a way that credits all members of the group could facilitate tensions and foster collaboration. ...
The dissolution of nonprofit interorganizational collaborations is an understudied, but relatively common phenomenon. This study uses interviews, field notes, and organizational documents to describe the tensions that emerged during the dissolution of an interorganizational collaboration among service providers, faith-based organizations, and community leaders and stakeholders aimed at addressing homelessness in rural Appalachia. Drawing on tension-centered theories of interorganizational collaboration, the analysis presents three tensions between community and fragmentation, organizational and collective accomplishments, and economic vs. social interests. The analysis demonstrates how the negotiation of tensions sustained collaboration, and how tensions were resolved through organizational dissolution. The conclusions present three lessons for dissolving community organizations that could facilitate future collaboration and research, emphasizing the importance of credit-sharing as a means of sustaining productive tensions in interorganizational collaborations.
... Interpersonal communication is also a significant context for engaging followers and for addressing the primary focus of TL capacities: motivating followers to reach goals and supporting their growth. Research has supported the idea that storytelling is an essential communication strategy that can be used to influence others, build trust, and promote self-development-all of which are factors central to TL (Auvinen et al., 2013;Barker & Gower, 2010). In the context of LD interventions and MBA instructional practices, these capacities are often framed in terms of coaching skills and competencies for providing positive and constructive feedback. ...
Leadership development (LD) has been shown to deliver significant value in both professional and academic settings. However, scholars of leadership communication and LD have argued for a need to recognize LD as a highly social, co-creative, and communicative process in which followership and larger organizational and social contexts play a significant role. Recent research has also argued for self-directed and experiential learning approaches to promote learning mindsets and psychological resources for long-term growth. The present study addresses these challenges by developing a holistic theoretical model and an applied design for LD comprised of evidence-based communication interventions that address intrapersonal, interpersonal, and strategic communication contexts in order to promote both authentic leadership and transformational leadership capacities. The model employs human-centered design methods to complement established experiential learning models and facilitate co-creative engagement with situated organizational challenges.
... Stories and narratives, however, are also pivotal in organizational communication to represent personal, social, and corporate perspectives. Organizational storytelling, which is inherently action-oriented, helps reduce uncertainty among members by disseminating information, frame organizational events through their value-laden features, and promote organizational identification by developing a social context against which employees can orient themselves (Barker & Gower, 2010). ...
... With the increased focus on data-driven business performance, extant research (Barker & Gower, 2010;Mirkovski, Gaskin, Hull, & Lowry, 2019;Sharda et al., 2019) has viewed data storytelling in organizations as a feasible solution to develop an effective communication environment. This communication environment can help develop a better understanding of customer-related business problems and build a strong connection between technical data and business value, thereby increasing business productivity and efficiency. ...
With the proliferation of big data and business analytics practices, data storytelling has gained increasing importance as an effective means for communicating analytical insights to the target audience to support decision-making and improve business performance. However, there is a limited empirical understanding of the relationship between data storytelling competency, decision-making quality, and business performance. Drawing on the resource-based view (RBV), this study develops and validates the concept of data storytelling competency as a multidimensional construct consisting of data quality, story quality, storytelling tool quality, storyteller skills, and storyteller domain knowledge. It also develops a mediation model to examine the relationship between data storytelling competency and business performance, and whether this relationship is mediated by decision-making quality. Based on an empirical analysis of data collected from business analytics practitioners, the results of this study reveal that the data storytelling competency is positively linked to business performance, which is partially mediated by decision-making quality. These results provide a theoretical basis for further investigation of possible antecedents and consequences of data storytelling competency. They also offer guidance for practitioners on how to leverage data storytelling capabilities in business analytics practices to improve decision-making and business performance.
... It is also seen as a communication tool. However, the degree to which it is effective differs per organizational level (Barker & Gower, 2010). Storytelling can be an instrument for the development of legitimacy towards stakeholders (Lounsbury & Glynn, 2001;Zimmerman & Zeitz, 2002). ...
More than 25 years after Moore’s first introduction of the public value concept in 1995, the concept is now widely used, but its operationalization is still considered difficult. This paper presents the empirical results of a study analyzing the application of the public value concept in Higher Education Institutions, thereby focusing on how to account for public value. The paper shows how Dutch universities of applied sciences operationalize the concept ‘public value’, and how they report on the outcome achievements. The official strategy plans and annual reports for FY2016 through FY2018 of the ten largest institutions were used. While we find that all the institutions selected aim to deliver public value, they still use performance indicators that have a more narrow orientation, and are primarily focused on processes, outputs, and service delivery quality. However, we also observe that they use narratives to show the public value they created. In this way this paper contributes to the literature on public value accounting.
... CSR storytelling can serve as a way to share knowledge, particularly tacit knowledge, as stories are a central way in which humans organize episodes, actions, and accounts of activities (Barker & Gower, 2010;Cunliffe et al., 2004). When organizations employ CSR storytelling to convey values, share knowledge and experiences, and align employee behaviors with strategic intent, employees should develop a CSR-driven narrative. ...
In this paper, we propose organizations can leverage the storytelling process to convey corporate social responsibility (CSR) actions and events. In doing so, organizations may mitigate the major challenges that hinder positive returns from CSR initiatives – awareness and skepticism. We propose a conceptual model that demonstrates the effects of CSR storytelling. Specifically, we propose the storytelling process yields positive impacts on internal and external stakeholder outcomes including increasing employees’ thriving and meaningful work, as well as the attitudes and trust of multiple external stakeholders. To support the proposed relationships in our model, we apply narrative transportation theory and complement it with theory and literature on brand outcomes, CSR, positive organizational psychology, and communication. We discuss our contributions and highlight the value of continued research at the intersection of storytelling, CSR, and internal and external organizational outcomes.
... Communication departments can tap power sources (expert, information, structural) to exert influence on strategic decision-making processes, expand the area of responsibility, or to resist attempts by other key internal stakeholders to exert influence. French & Raven, 1959;Mintzberg, 1983 While expectation management, impression management, internal word of mouth, and Communicative techniques such as storytelling (e.g., Barker and Gower, 2010), persuasion (e.g., King, 2010), showing the impact of communication based on key performance indicators (e.g., Buhmann and Likely, 2018), and updating communication skills in the communication department (e.g., Reinsch, 1996) can help as well. They are intertwined with different strategies. ...
Purpose
Corporate communications is often less successful when it is competing for influence with neighboring functions such as marketing or sales within organizations. This article addresses the internal positioning of communication departments by developing a conceptual framework which helps to understand, analyze and optimize their standing in organizations.
Design/methodology/approach
The research is based on a literature review across several disciplines (e.g. organizational communication, strategic management) and supported by 26 qualitative in-depth interviews with board members, executives and communicators in a global industry company. By combining the theoretical and empirical insights, a framework for positioning communication departments within organizations was developed.
Findings
The framework depicts seven strategies (e.g. expectation and impression management, supporting ambassadors from other departments) and three spheres of influence (organizational integration, internal perceptions and social capital) to strengthen the position of corporate communications.
Research limitations/implications
The conceptual framework has been supported by one case study so far, and future research may further develop and verify it by applying it to a larger number of companies in different industries.
Practical implications
Practitioners can use the framework as an analytical tool to reflect the current situation in their organization and identify opportunities for strengthening it.
Originality/value
This article introduces a novel view in the academic debate about the role and influence of corporate communications. It establishes a framework that helps to identify different drivers and strategies, and lays ground for future research.
... Strong communication skills that include insight into culture, diversity, nonverbal communication, and technology can help achieve goals and develop relationships that benefit the organization (Talukder, 2012). Organizations face a need to work and communicate competently with an expanding heterogeneity of internal and external audiences, including differences in gender, age, race, religion, ethnicity, and cultural background (Barker and Gower, 2010). Diversity needs to become part of any organization's social fabric to understand behavioral differences among group members in relation to other groups (Roberson, 2006). ...
Drawing on the theory of conflict and input-process-output model the purpose of this paper is to examine the effect of mild and intense task conflict on co-worker trust, information acquisition, job satisfaction and intention to leave. The paper adopts the measuring scales developed the western organizational context to investigate the relations and phenomena existing in the Turkish organizational context. Although Todorova et al. (2014) suggested that task conflict have effect on information acquisition and employee outcomes, they did not examine mechanism through which positive effect of co-worker trust occur. This study argues co-worker trust as a critical mechanism that bridges mild-intense task conflict and information acquisition and outcomes as well. The authors collected data from 454 white collar participants working in finance, textile, aeronautical and electricity-electronic sector via convenient sampling method and employed hierarchical regression modelling. It was found that mild / intense task conflict has a positive / negative effect on co-worker trust. Moreover, co-worker trust has a positive effect on information acquisition and job satisfaction and negative effect on intention to leave. Besides, information acquisition has a positive effect on job satisfaction where job satisfaction has a negative effect on intention to leave.
Storytelling can be considered good professional practice for organizational communication as it resonates with stakeholder audiences and contributes to the process of sensemaking. This paper challenges two key assumptions that underpin storytelling in an organizational context. The first assumption is that clarity is the goal of storytelling and therefore linear modes of organizational storytelling should be used to reduce complexity to achieve clarity of understanding of organizational messages. The second assumption is that organizational storytelling consists only of the stories an organization tells about itself, and multiple understandings or ‘mixed messages’ are ‘noise’. This paper will argue that the storytelling concept antenarrative – or narrative fragments that can form emergent storytelling episodes – will expand the parameters of sensemaking in organizational storytelling. Furthermore, listening to emergent storytelling episodes can provide insights into prospective sensemaking, which has implications for organizational storytelling practices in our digital age. Putting antenarrative alongside concepts such as ‘listening’ and ‘engagement’ helps to improve organizational storytelling to work toward more effective organizational communication practice and respond to the challenges of complexity in storytelling, entanglements of the porous organization, and digital disruption.
Business services outsourcing (BSO) is the sourcing of services—such as information technology, human resources, procurement, legal, logistics, financial, and accounting services—through external service providers.
Consumers increasingly expect brands to make a positive impact on communities and societies. Nowadays, communicating about corporate social responsibility can involve storytelling techniques, making the issues more understandable and relatable than straightforward and logical messages. However, in the academic field, research needs to gather and systematise the relationship between these topics and their influence on stakeholders' attitudes. This chapter aims to understand how stakeholders act towards storytelling content related to corporate social responsibility on social media. Thirteen academic papers were gathered from the Scopus and Web of Science databases, which were in English and openly accessible, fulfilling the inclusion criteria. These papers provided insights into stakeholders' perspectives on corporate social responsibility storytelling on social media. This study holds significant implications for businesses, emphasising the value of crafting narratives on social media.
The world of work is transforming, driven by insights from the frontiers of science. Human resource (HR) practices are no longer limited to traditional methods and increasingly incorporate knowledge from disciplines like Cognitive Behavioral Neuroscience (CBN). By understanding how our brains work, we can design HR practices that enhance employee well-being, engagement, and, ultimately, performance. Drawing from neuroscientific research on decision-making, communication, stress, learning, motivation, and workplace design, this chapter delves into the intersection of CBN and HR, offering evidence-based practices that support a thriving workforce. This interdisciplinary approach holds promise for maximizing human potential in the context of the modern workplace.
Purpose
This research aims to understand how organizational workplace meetings surrounding the COVID-19 pandemic impacted logistics Airmen across the United States Air Force and how these meetings impacted their risk seeking behavior on social media.
Design/methodology/approach
This survey research tested an extended Planned Risk Information Risk Seeking Model (PRISM) with organizational meetings as an antecedent to determine if current meetings influenced an Airman's perceived behavioral control, attitude toward seeking, subjective norms, knowledge sufficiency and intention to seek information regarding COVID-19.
Findings
Results of the CFA showed that the expanded PRISM model had good model fit. Additionally, using a custom dialog PROCESS macro in SPSS, it was found that perceptions of existing meetings were directly, positively related to attitude toward seeking, subjective norms and perceived behavioral control, and indirectly related to knowledge sufficiency threshold and information seeking. Theoretical and managerial implications are discussed.
Originality/value
This research adds to the limited body of knowledge of crisis communication and effectively expands the PRISM model to include an antecedent that helps explain information seeking during times of uncertainty.
Since the origin and evolution of human civilization in the world, the region of India has always been a cohesive place of several cultures, traditions, and customs, along with different systems and policies. It has well-developed ancient civilizations established by the principle-based fundamentalist, idealist, and organized folks or statesmen of the primordial era and given preference to values, morals, and ethics in their work and life conduct. Due to their ethical perspective, they have exceptional skills and knowledge, which made them proficient in their task of managing people, society, or organizations. Moreover, their ethos, management practices, leadership approaches, and respect for familial relationships have proved to be authentic, innovative, and inspiring by scholars, to the rest of the world. This study gives an introduction to the wisdom, expertise, standards, belief-system, and functioning of ancient India because its diversity includes the inclusion and influence of many cultures, and their significance gets reflected through the activities of its entrepreneurs and organizational people. It analyses the indigenous ethos, techniques of managing change and adversity, psychology of innovation and implementation, and workplace dynamics to provide a new prospect of learning to the modern managers and leaders of the present era. It highlights the significance of several approaches required for the fulfilment, wellness, and growth of the employees at work.KeywordsVirtuesPeaceMythologyGratefulnessToleranceIdeology
This chapter presents a study on the role of internal communication in diversity and inclusion (D&I) management in organisations. It sheds light on how the units D&I management and internal communication are linked to each other in terms of exchanging and sharing ideas and know-how and the (common) pursuit and achievement of strategically set objectives. In total, 20 D&I experts (17 D&I managers and three D&I management consultants) from Austria and Germany were interviewed. The focus of the interviews was on the development of D&I management strategies and concomitant measures as well as the internal D&I communication activities. The findings indicate the importance of internal communication to communicate D&I goals and measures. In this context, the internal communication department plays the role of a service provider and advisor. Numerous communication channels are used to communicate D&I initiatives, with ‘rich’ media such as interpersonal communication and social intranet being particularly common. Furthermore, the results show that storytelling is a particularly popular form of communication. The study contributes to the scholarly examination of the role of internal communication in D&I management, to what extent and how the two units collaborate, and what communication measures are taken to pursue D&I management goals.
In diesem Kapitel wird der rechte ventrolaterale präfrontale Kortex (RVLPFC) vorgestellt, der als das „Bremssystem“ des Gehirns gilt. Wir erkunden die Neurowissenschaft von Stress und drei neurowissenschaftliche Eingriffe, die den RVLPFC aktivieren und die Stresskaskade unterbrechen können: Achtsamkeit, Affektlabeling und kognitives Reframing. Wir erörtern, wie diese Eingriffe in der Unternehmenskommunikation angewendet werden können.
OCCUPATIONAL APPLICATIONS
This paper provides a decision-making model for workplace ergonomics problem-solving to help clarify the situations in which simple, non-quantitative approaches are suitable, in contrast to those conditions where more formal, quantitative methods are needed. The perspective is that of an individual or workplace team focused on a specific problem. The value of this model is that it: (1) avoids unnecessary activities, in particular quantitative assessments when not needed; (2) emphasizes qualitative problem-solving methods; (3) enables non-technical personnel to be involved; and (4) helps expand the use of ergonomics toward reducing production barriers. The context is “continual improvement” rather than “compliance.” Students may profit by learning practical steps useful in the workplace. Practitioners may benefit from reviewing the framework (and indeed improving it). Researchers might gain a better appreciation of simple methods used in the workplace and perhaps test certain premises of the model more rigorously.
Amaç –Bu çalışmanın amacı kurumsal iletişim bağlamında Koç Holding eski yöneticisi Mustafa Koç’un vefat haberlerini ele almak ve bu haberlerdeki hikaye anlatımı unsurlarını incelemektir. Bu çerçevede de bir lider olarak Mustafa Koç’un ve dolayısıyla Koç Holding’in kitlelere nasıl yansıtıldığı ve bu haberlerde hangi hikaye örüntülerinin kullanıldığı saptanacaktır.Yöntem –Gerçekleştirilen çalışmada içerik analizi yöntemi kullanılarak Mustafa Koç’un vefatına dair haberler incelenmiştir. Haberlerdeki hikaye temaları içerik analizine tabi tutulurken Tobias’ın “20 Master Plots and How to Build Them” adlı kitabındaki hikaye örüntüleri baz alınmış, bu örüntüler iş yaşamına uyarlanmıştırBulgular –Temel alınan 20 adet hikaye örüntüsünden 9 tanesinin incelenen haberlerde yer aldığı tespit edilmiştir. Yine bu bağlamda incelenen haberler, örüntüler kapsamında kategorilere ayrılmıştır. Kategoriler Mustafa Koç’un kişisel yaşamını, iş hayatını ve vefat sürecini kapsamaktadır. Bu üç ana başlık altında ise daha ayrıntılı bir biçimde bir lider olarak Mustafa Koç’un kamuoyuna nasıl yansıtıldığı irdelenmiş ve yine kategorilere ayrılmıştır. Böylece Mustafa Koç’un “sporsever”, “hayvansever”, “saygın ve eğitimli”, “ailesine düşkün”, “başarılı”, “sosyal sorumluluk sahibi ve herkes tarafından sevilen” bir lider olarak kamuoyuna yansıtıldığı tespit edilmiştir.Tartışma –Kuvvetli bir kurumsal iletişim bağı için artık belirli sınırlar içerisindeki iletişim faaliyetleri yeterli gelmemektedir. Hem kurumlar tarafından hem de medyalar tarafından kullanılabilen hikaye anlatımı, lider unsuru ile birleştiğinde kurumların iletişim çalışmalarına farklı bir boyut kazandırmaktadır. Bu çalışma da hikaye anlatımı ögelerinin bir medya aracı olarak gazetelerde nasıl kullanıldığı, bir kurum liderinin ve bu bağlamda kurumun nasıl yansıtıldığı ortaya çıkarılmıştır. Çıkarılan bu sonuçlarla beraber alana yönelik bir bakış açısı sağlanmış ve hikaye anlatımının kullanımı ortaya konulmuştur.
There is growing interest in the potential of storytelling and narra- tive in public communication, engagement, and connection with stakeholders. Nurturing narrative competence and storytelling cap- acity in future public administrators will enable them to effectively utilize this essential skill in the practice of public administration. This paper discusses the relevance of storytelling and narrative in public administration, builds the metaphor of public administrator as story- teller, using professional identity theory and sensemaking as concep- tual foundations, and offers ideas curated from the literature on how to build narrative competence and capacity. Theoretical, practical, and pedagogical implications for public administrator as storyteller are considered.
The article discusses the history of leadership studies and its more recent interdisciplinary integration with the communication field. It also provides an overview of relevant issues for leaders and communicators in the twenty-first century. Topics discussed relevant to communication and leadership contexts include the development of leadership theories, leadership and communication, gender research in leadership and communication, intersectionality, media representations, mindfulness research and application, digital communication, social movements, protest leadership, women and protest leadership, social media and crisis management, and social media and public health.
This chapter introduces the right ventral lateral prefrontal cortex (RVLPFC), considered to be the brain’s “braking system.” We explore the neuroscience of stress, and three interventions from neuroscience that can activate the RVLPFC and interrupt the stress cascade: mindfulness, affect labeling, and cognitive reframing. We discuss how to apply these interventions to organizational communication.
In the previous chapter, the core concepts of strategic management, as well as influencing factors that challenge the assumption that standardized strategic management is universally valid, have been presented. The influence of behavior on strategic management and, thus, ultimately, the impact of culture on strategic management are worth further analysis to receive a better understanding and enable multinational corporations to conduct efficient strategic management. To investigate the influence of cultural values on strategic management and its processes, this chapter is aimed at providing a summary of findings on the influence of culture on strategic management with a focus on long-term planning. It starts with a conceptualization of culture by defining culture and discussing different levels of culture as well as the Hofstede framework. It is then zooming into the cultural sensitivity of strategic management and providing an overview of the contemporary understanding of cultural influences before the section is concluded. The chapter is then narrowing down on the long-term planning area of the strategic management to introduce underlying concepts, methods, and tools before discussing potential causes of cultural sensitivity in the long-term planning process. The tool of scenario planning has been picked as the most suitable long-term planning tool for further analysis.
Background
The occurrence of the COVID-19 pandemic has significantly impacted the general lifestyle of people across the globe, especially with the new safety directives, which have affected people’s interactions in many different ways.
Objective
The aim of the study was to examine the quality of interpersonal communication among family members during COVID-19 restrictions in Saudi Arabia. The study objective was achieved through investigating the three main questions: How is the pandemic influencing the connection and communication between the family members? How do the family members stay connected during the COVID-19 restrictions in Saudi Arabia? And lastly, what type of social media platforms are families using to stay connected with each other?
Methodology
The present research used a Google survey form as a tool to receive responses from 400 participants in Saudi Arabia.
Results
The results have shown that COVID-19 has greatly affected people's interactions, including family interpersonal communication. Families have been forced to adapt modern forms of communication rather than indulging in normal face-to-face interactions, as various governments across the world encourage virtual communication.
Conclusion
IMO has become very popular among various family members; however, some other applications have also been used to stay connected with the family, like Twitter, Facebook, and WhatsApp.
Findings of a comparative study of intrachannel communication in marketing channels in the United States and India are presented. Two factors—the cultural environment and the degree of relational-ism in channel relationships—were posited to affect the nature of supplier-dealer communications. A survey of lighting equipment dealers in the two countries indicated that compared to the U.S. environment, the Indian environment was characterized by greater unidirectional communication from supplier to dealer, lower communication frequency, greater use of formal communication modes, and greater supplier use of direct influence strategies. A relational channel structure neutralized the differences in communication patterns due to cultural differences, however.
The prevailing literature on cross-cultural research in management studies has tended to conceptualize the meaning and the impact of culture on organizations by using distinct categories. This article argues that given the embedded nature of organizations, a narrative methodology offers an alternative and complementary approach to developing our understanding in cross-cultural research. Using examples of story-driven investigations into cultural differences, it explains the potential of this approach. It therefore seeks to offer a contribution to the variety of methods for organizational research on cross-cultural issues.
Coordination is the process people use to create, adapt, and re-create organizations. We propose a theory of coordination as energy-in-conversation to help organizational scholars comprehend the emotional and motivational dynamics of coordination. Our model describes how people generate and diminish their energy in their attempts to coordinate, how this energy affects attempts to coordinate, and how coordinating affects the effort devoted to the activities in the process. This account of the coordi- nation process presents a new approach for understanding performance in interde- pendent situations.
Drawing on an extended ethnographic study of the textual practices of economists at the Bank of Canada, this article looks at narrative construction as a communal process of corporate knowledge making. Employing theories of narrative, genre, and distributed cognition as a conceptual frame, the article traces three stages in the development of a narrative known in the bank as the monetary-policy story. Evolving across a number of written genres, this symbolic representation functions as an important site of intersubjectivity among the institution's economists. In its final form, the narrative serves the bank's executives as a shared cognitive and rhetorical resource for making decisions about monetary policy and communicating these decisions to the Canadian public. This account of knowledge making at the Bank of Canada may be useful as a heuristic for researchers studying the dynamics of discourse in other professional settings.
An important unanswered question in the empirical literature on trust is whether trusting begets trustworthiness. In two experimental games, with Japanese and American participants, respectively, we compared trust and trustworthiness to provide an answer to this question. The trustee in the standard Trust Game knows that he or she is trusted, whereas the trustee in the Faith Game does not know whether or not this is the case. Except for this fact, the trustee faces the same choice in both situations. If the simple fact that one is trusted by someone else makes a person more trustworthy to the truster, then the trustee in the Trust Game should behave in a more trustworthy manner. Our results indicate that trust does not beget trustworthiness, at least in one-shot games. The results also indicate that trust and trustworthiness are two sides of the same coin but are quite distinct, partially replicating the recent findings of Buchan, Croson, and Dawes. American trusters were more trusting than their Japanese counterparts in the Trust Game, whereas American trustees were less trustworthy. The nationality difference in trust and trustworthiness is less pronounced in the Faith Game. We conclude that trust researchers should consider the limitations of one-shot games in studying the determinants of trust and trustworthiness.
My purpose is to theorize Walt Disney enterprises as a storytelling organization in which an active-reactive interplay of premodern, modern, and postmodern discourses occurs. A postmodern analysis of these multiple discourses reveals the marginalized voices and excluded stories of a darker side of the Disney legend, Tamara, a play that is also a discursive metaphor, is used to demonstrate a plurivocal (multiple story interpretation) theory of competing organizational discourses, Subsequent sections address storytelling organizational theory, analyses of official accounts of Disney enterprises, and less well known, even contrary, accounts, The article concludes with implications for postmodern theory and future storytelling research projects.
Purpose
The purpose of this viewpoint piece is to focus on sharing a set of best practices with senior and emerging leaders.
Design/methodology/approach
The paper demonstrates the relevance of the skills of storytelling to the practice of leadership and provides a set of suggestions and recommendations for effective use of stories, based on the authors' personal experience and observations.
Findings
Leaders who tell stories compellingly communicate important messages in a memorable way, offer a pathway to leadership for others, develop more effective relationships with those they lead, and can create an inspirational culture in their organizations.
Practical implications
Leaders can search their own history and experience for important lessons learned that can be communicated in the form of a narrative and learn to tell them with grace, humor, and/or incisiveness at appropriate times in the life of their organization or key people.
Originality/value
Those who are leaders or who work to develop leaders can benefit from this alternative approach to leadership communication.
Purpose
This paper aims to construct an approach referred to as “the participatory narrative” for organizational learning in diverse organizations. The approach is grounded in an understanding of organizational learning as the process of social construction which is narratively mediated.
Design/methodology/approach
The participatory narrative is constructed theoretically. Additionally, the approach and its potential use are illustrated by means of a practical example.
Findings
It is shown that the participatory narrative enables interplay between various perspectives of diverse people. It makes it possible to overcome the temporal and spatial limits of organisational learning situations and helps to question self‐evident assumptions about diverse people and makes such assumptions visible and negotiable.
Research limitations/implications
The application of the participatory narrative is only highlighted with the help of an illustrative example.
Practical implications
The participatory narrative helps to stimulate people's empathetic orientation, which provides a basis for responses to the experiences and world‐views of other people. Thus, it helps people in diverse organizations to learn to become capable of imagining not only their own position but also the position of others.
Originality/value
This article contributes to prior literature by developing an awareness of the narrative mechanisms of language use in the field of organizational learning. The paper shows also that the transformative dynamic of narratively mediated organizational learning lies in the empowering recognition that organization members understand that they are the active authors of the stories.
The authors argue for an integrated approach in which verbal and nonverbal messages are studied as inseparable phenomena when they occur together. Addressed are assumptions of various forms of this type of research, potential relationships of quantitative and qualitative studies, current trends found in the investigations included in this special issue, and recommendations for further work.
This paper explores the challenges of creating and maintaining trust in a global virtual team whose members transcend time, space, and culture. The challenges are highlighted by integrating recent literature on work teams, computer-mediated communication groups, cross-cultural communication, and interpersonal and organizational trust. To explore these challenges empirically, we report on a series of descriptive case studies on global virtual teams whose members were separated by location and culture, were challenged by a common collaborative project, and for whom the only economically and practically viable communication medium was asynchronous and synchronous computer-mediated communication. The results suggest that global virtual teams may experience a form of "swift" trust, but such trust appears to be very fragile and temporal. The study raises a number of issues to be explored and debated by future research. Pragmatically, the study describes communication behaviors that might facilitate trust in global virtual teams.
Many international business failures have been ascribed to a lack of cross-cultural competence (CC) on the part of business practitioners. However, the international business literature appears to lack an adequate conceptualization and definition of the term ‘CC’, focusing instead on the knowledge, skills and attributes that appear to be its antecedents. In this conceptual study, we propose a definition of CC as it applies to international business and develop a model for understanding how CC is nurtured in individuals, linking our definition to the concept of cultural intelligence. We discuss the components of the model and suggest that there are environmental and contextual impediments to the effective application of the requisite skills, knowledge and attributes that have been identified as necessary for CC, resulting in a gap between ‘knowing’ and ‘doing’. We conclude by discussing the implications of the model for practitioners, and by suggesting appropriate directions for further research. Journal of International Business Studies (2006) 37, 525–543. doi:10.1057/palgrave.jibs.8400205
Quality proponents discuss the basic principles of meeting requirements, managing by prevention, producing error-free work, and measuring the cost of quality. Given the current economy, no one can seriously argue with J.M. Juran, W. Edwards Deming, or Philip Crosby about the value of implementing a viable quality management system in the workplace. What many companies have overlooked, however, is the relationship between quality management and effective communication in a culturally diverse workplace. It is often assumed that human communication patterns are universal. However, the same words, tone, and gestures often have different meanings in different cultures. The article discusses the importance of eye contact; speaking up; facilitating interaction; avoiding stereotyping; awareness.
Based on the action research model of inquiry, this article is an interpretive ethnographic case study, exploring the power of narratives as a sensemaking device for members of a women's resource network in a large corporation during a time of significant organizational change, and the influence of storytelling on the networking practices of its members. Data are based on participant observation, formal and informal interviews, focus groups, and document analysis, including presentations, meeting notes, and e-mail correspondence. Drawing on the concepts of sensemaking, identity construction, and habitus, analysis of the members' stories suggests three key conclusions: reliance on collectively constructing stories; use of stories to deal with ambiguity and anxiety; and use of stories to construct and regulate identity. When viewed through a narrative lens, these results illuminate the interconnection of storytelling and networking strategies in a women's resource network that provides a hybrid of both expressive and instrumental benefits.
Narrative has been neglected in the education of professionals. The persuasive power of narrative is essential to all the sense-making activities that govern the lives of professionals, for in sense making, they are regularly using narrative. The central example here is the O. J. Simpson legal defense that was organized within the narrative frame of Simpson's story. The authors compare his story with a famous Norwegian folktale to illustrate the role narratives play in amplifying the values of a community. Using Propp's structural analysis of the folktale, they deconstruct the Simpson trial, which reveals implications of the narrative paradigm for the professional.
Efforts to get workers to change significantly their communication practices often fail. This failure occurs because external consultants, who are often academics, and internal organizational development specialists see changing communication practices as merely introducing new skills rather than altering the way workers habitually think and talk about communication. In this article, the author uses organizational theory and details from his research and consulting experience to explain why changing communication practices is difficult. He proposes a theory-based framework to help the professional and managerial communication disciplines better understand the steps necessary to change communication practice and norms in large, complex organizations.
The purpose of this article is to investigate the values, succession, and commitment issues found in a convenient sample of 26 family-owned businesses. An organizational commitment scale is used to determine the level of commitment of family members and its relationship to specific demographics variables. Family business stories were also developed using Narrative Paradigm Theory and then evaluated by this sample. Significant relationships were found between commitment and the variables Studied. Content analysis of the story evaluative narratives suggests similar content themes across family-owned businesses.
This conceptual paper discusses the role communication plays in creating and maintaining learning organizations. A continuum ranging from Rational Choice Theory to Social Exchange Theory is proposed for relationship interac tions. These relation-based interactions are effective for organizations exposed to conditions of instability and complexity. Attention is given to the communica tion embedded in the preconditions necessary for developing learning organiza tions (trust, commitment, perceived organizational support), in the indicators needed for preparing for this state (organization-employee relationship, valuing the employee, employee empowerment, and employee ownership and acceptance of responsibility) and in what Senge refers to as the five disciplines of learning organizations (systems thinking, personal mastery, mental models, building a shared vision, and team learning). An organizational case study using commu nication and relationships to create and maintain a learning organization is presented. Implications and conclusions are discussed.
This article develops a theoretical framework for intercultural business communica tion which sets it apart from intercultural communication and international busi ness. In the past, discussions on the theory of intercultural business communica tion have mostly focused on intercultural communication using business as examples rather than including business as a distinct variable. The model pre sented here discusses the intercultural, business, and communication strategies that are part of intercultural business communication. It is argued that for intercul tural business communication to take place, it is not sufficient for all three vari ables to be present. The three variables interact and create a synergy that reflects the dynamic character of intercultural business communication. In this process, intercultural business communication becomes a unique construct that is different from intercultural medical or intercultural religious communication. The article examines how past articles in the field fit into this model.
This article presents an analysis of an image advertisement using techniques developed from Narrative Paradigm Theory. It is suggested that the nature of postmodern culture makes image advertising an appropriate external communication strategy for generating stakeholder loyalty. A content analysis of Exxon’s “Driver Human” campaign’s introductory television advertisement was performed to explore potential sources of rational and value-laden audience conflicts. Two random samples, one advertising professionals and one upper-division undergraduate business students, participated in this study. Analysis suggests that, used in advance of traditional audience testing, Narrative Paradigm Theory can identify potential sources of audience conflict by illuminating sources of disbelief arising from both values and life experiences that contradict the corporate message.
When organizations implement continuous quality improvement (CQI) programs, managers and employees are faced with massive change, often requiring a renegotiation of the psychological contract between employer and employee. This paper discusses generational differences in reactions to major change initiatives as well as change management issues in public and nonprofit organizations. Its specific focus is an organizational unit in the nonprofit sector whose CQI program, which required more employee involvement, was met with varied reactions among older veterans of its small workforce. Observations of the unit and its employees are used to develop a typology of reactions to major change among long-time, older workers. Strategies are provided to managers who must develop methods to deal with adverse reactions to major organizational changes such as CQI. The typology may be useful to management development specialists who are attempting to transform organizations with significant age diversity.
As a form of interpretive research, narrative inquiry contributes to the pursuit of high-quality public administration scholarship, along with other forms of explanatory research that have domi- nated the field. In this article we discuss the unique features of narrative inquiry, review how this research orientation has been used in public administration, and use our experience with a na- tional, multimodal, multiyear research project on social-change leadership in the United States to identify and illustrate the contributions of narrative inquiry to address two key issues in the field: the concern with good research and the aspiration to cultivate a meaningful connection between researchers and practitioners in the field.
Research is recognised as an essential part of planning and evaluation in most areas of marketing and corporate communication, including advertising, direct marketing and, increasingly, public relations and corporate communication disciplines such as employee communication and community relations. Understanding of audience interests, awareness, perceptions and information needs is critical to strategic planning of communication campaigns. Secondly, identification and quantification of changes in awareness, perception and, ultimately, behaviour is necessary to evaluate objectively the effectiveness of communication (ie the outcomes or results). Nowhere is research more important than in multicultural and cross-cultural communication. International relations began with human migrations and trade and reach new levels today with globalisation, corporations, organisations and governments increasingly seeking to create consistencies and shared values across divergent cultural groups. They seek to create consistencies and shared values in relation to products (eg Coca-Cola, IBM, McDonalds), policies (eg trade agreements) and in popular culture such as films, television programmes and news media. Social rules and shared values, ie the culture of communities, affect organisations seeking to communicate multiculturally and cross-culturally at two levels. First, the “home” culture of the organisation wishing to communicate shapes policies, plans and products that are produced. Secondly, the cultures of audiences inform and substantially shape their interpretation and use of information. Often, multicultural and cross-cultural communication is a case of “Chinese whispers” on an international scale. What one says or shows is frequently not what others hear or see. Studies cited in this paper show that culture is a vitally important factor in communication. Yet, companies and even governments attempt communication with little understanding of audiences which they wish to reach and with which they wish to build relationships and understanding. This paper examines cultural considerations specifically in the field of public relations and corporate communication in the Asia Pacific region which is comprised of a diverse range of cultures and has been identified as the largest market in the world. Thus, it is increasingly a focal point of global communication campaigns.
What is an organization? What are the building blocks that ultimately constitute this social form, so pervasive in our daily life? Like Augustine facing the problem of time, we all know what an organization is, but we seem unable to explain it. This book brings an original answer by mobilizing concepts traditionally reserved to linguistics, analytical philosophy, and semiotics. Based on Algirdas Julien Greimas’ semio-narrative model of action and Jacques Derrida’s concept of écriture, a reconceptualization of speech act theory is proposed in which communication is treated as an act of delegation where human and nonhuman agents are mobilized (texts, machines, employees, architectural elements, managers, etc.). Perfectly congruent with the last development of the sociology of translation developed by Michel Callon and Bruno Latour, this perspective illustrates the organizing property of communication through a process called ‘interactoriality’. Jacques Lacan used to say that the unconscious is structured like a language. This book shows that a social organization is structured like a narrative.
This paper focuses on the managerial challenges involved in establishing subsidiaries in the Post- Soviet market. In these circumstances, the Western firms’ management meets the host country’s institutional structures. It is suggested that management transfers from the Western parent firm towards the local subsidiary take place across institutional boundaries. The analysis focuses on aspects creating, or reducing tensions in relations between local employees and the Western firm’s representatives. This paper explains why some local employees develop identities that facilitate management transfers, and why other employees develop conflict identities that inhibit management transfers.
Purpose
As more and more firms grasp that narrative is central to addressing many of today's key leadership challenges – for example, articulating the risks and opportunities identified by strategic management tools like strategic plans, scenario analysis, and dilemma resolution – the question becomes: how is a CEO to make effective use of storytelling?
Design/methodology/approach
Narrative – also known as storytelling – comprises an array of tools, each suitable to a different business purpose. The author lists these tools and summarizes how to use them effectively.
Findings
Even executives who are naturally talented at narrative also need to learn to target their approach to the particular issue facing the company.
Practical implications
While leading companies increasingly recognize the need to train leaders to use artful narrative to inspire and guide their organization to respond effectively to these strategic challenges, the reality is that most organizations need help to get the full benefits of using storytelling.
Originalityl/value
When introducing storytelling a sharp focus needs to be kept on the business purpose being pursued with the tool, as well as on the different narrative patterns associated with different purposes.
Purpose
The purpose of this paper is to describe the theory and benefits of poetry, storytelling, and metaphor when applied to cross‐cultural leadership.
Design/methodology/approach
The methodology utilized is founded on preliminary research on metaphors, poetry and leadership with examples and connections based upon experience.
Findings
Explains how the use of poetry and metaphors can be utilized by a leader to build trust and demonstrate empathy; how to communicate more effectively; and, how to inspire.
Research limitations/implications
Possible future research on the psychological and sociological aspects of the messages that most impel, mobilize, and inspire people to act on complex ideas.
Practical implications
Leaders can approach communications, empathy, and trust with a tool that will enable them to inspire action in complex cultural environments.
Originality/value
There has been little published on the connection between effective leadership and the use of poetry and metaphor. Leadership requires the ability to inspire the desire to follow, and to ignite the intellect and emotions of those who follow.
In many organizations, storytelling is an untapped design management resource. Craig DeLarge, with colleagues George Allen, Phil Cole, and Janet Carlson, define the nature of this tool and explain how it can be used to refine strategy, build cultural awareness, promote teamwork, convey lessons learned, and strengthen communications. Their analysis concludes with a compendium of tips for effectively exploiting this device.
In this paper we propose the notion of temporal structuring as a way of understanding and studying time as an enacted phe-nomenon within organizations. We suggest that through their everyday action, actors produce and reproduce a variety of tem-poral structures which in turn shape the temporal rhythm and form of their ongoing practices. A focus on temporal structur-ing, combined with a practice perspective, allows us to bridge the subjective-objective dichotomy that underlies much of the existing research on time in organizations. After developing the notion of temporal structuring, we illustrate its use in the con-text of a prior empirical study. We conclude by outlining some implications of temporal structuring for organizational research on time.
This article examines the underlying rationale behind successful intra- and interfirm relationships. Relationships based on equity and social exchange are developing into major strategic tools. Productive and profitable partnerships can be built by creating trusting, committed, reciprocal relationships. Lasting, fruitful alliances are built and maintained by the employees charged with managing the alliance interfaces. The significance of relationship management is explored by examining the linkages found in the literature on organizational competition in a rapidly changing environment. In a global economy, all system members are interdependent and are customers. Companies are restructuring (i.e., downsizing) to fund only those core competencies that are key to their profitability and long-term survival. Managing relationships with their customers—especially with employees, channel partners, and strategic alliance partners—is critical to the firm's long-term success. The article concludes that customer relationship management based on social exchange and equity significantly assists the firm in developing collaborative, cooperative, and profitable long-term relationships.
As we reflect on the events of September 11th and their aftermath, there is strong motivation in many places to improve intercultural and international relations through communication. This laudable aim implicates the long history of research into intercultural encounters, which has always bad this goal. To achieve it, researchers and trainers must go beyond conceptualizing intercultural encounters as like interpersonal ones, except that participants have different and sometimes conflicting cultural rules and values. We must develop programs to train metaskills in analyzing miscommunication and its negative consequences. This requires the recognition that, in many interethnic and intercultural contexts, participants are not. motivated to communicate well. In such cases, the larger sociopolitical situation must be addressed, or skills training may even exacerbate the conflict. It is also crucial to understand intercultural communication as simultaneously intergroup and interpersonal, to incorporate both aspects into interventions, and to advocate for such training to improve intercultural relations.
Yamagishi and colleague showed that behavior favoring the in-group and trust of in-group members are based on the expectation of generalized exchange. We successfully tested a related prediction that people show stronger trust of in-group members than of out-group members in the faith game but not in the trust game. We argued that the direct exchange aspect inherent in the trust game suppresses expectations of generalized exchange taking place in the group. We conducted an experiment with 79 Japanese and 83 Australian participants. In the trust game, 27 of the 82 participants trusted the in-group trustee, while 29 trusted the out-group trustee. In the faith game, in which the expectation of generalized exchange was intact, 47 of the 80 participants trusted the in-group trustee and 37 trusted the out-group trustee. These results support our argument that expectations of generalized exchange, not in-group stereotypes, are the source of in-group trust. No cultural differences were observed between Japanese and Australian participants.
A well-told story's power to captivate and inspire people has been recognized for thousands of years. Peter Guber is in the business of creating compelling stories: He has headed several entertainment companies--including Sony Pictures, PolyGram, and Columbia Pictures--and produced Rain Man, Batman, and The Color Purple, among many other movies. In this article, he offers a method for effectively exercising that power. For a story to enrapture its listeners, says Guber, it must be true to the teller, embodying his or her deepest values and conveying them with candor; true to the audience, delivering on the promise that it will be worth people's time by acknowledging listeners' needs and involving them in the narrative; true to the moment, appropriately matching the context--whether it's an address to 2,000 customers or a chat with a colleague over drinks--yet flexible enough to allow for improvisation; and true to the mission, conveying the teller's passion for the worthy endeavor that the story illustrates and enlisting support for it. In this article, Guber's advice--distilled not only from his years in the entertainment industry but also from an intense discussion over dinner one evening with storytelling experts from various walks of life--is illustrated with numerous examples of effective storytelling from business and elsewhere. Perhaps the most startling is a colorful anecdote about how Guber's own impromptu use of storytelling, while standing on the deck of a ship in Havana harbor, won Fidel Castro's grudging support for a film project.
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The creation of culture via interaction
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The power of storytelling to jumpstart collaboration
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