Discursive strategies of strategy in public organizations

Christian Tang Lystbæk, Jens Holmgren, Ole Uhrskov Friis

Publikation: Konferencebidrag uden forlag/tidsskriftPaper uden forlag/tidsskriftForskningpeer review

Resumé

In the last decades, private sector principles and policies have spread into public management. This has fuelled the growth of strategic practices in public service organizations. Although public service organizations typically do not exist in markets or have directs competitors, they tend to articulate their strategies through private sector strategy terminology about competition, ranking, benchmarking, etc.. Thus, it is time to explore how strategy making is given discursive legitimacy in public organizations.
An important way to study strategy as practice is by attending of the discourse of strategy. Bodies of discursive scholarship, such as critical discourse analysis, narrative analysis, metaphor analysis and conversation analysis, have contributed with significant research into important issues and themes in strategy making processes such as sense-making, subject-positions and power relations, however they have not depicted an underlying conceptual structure in how strategy making is given discursive legitimacy in public service organizations.

In this study, we depart from previous discursive strategy research by taking a deconstructive approach in order to identify underlying conceptual structures in discourses of strategy in public management. Based on a focus group interview with six management consultants working in a municipality in Denmark, we identify two dimensions regarding how strategy making in public service organizations is given discursive legitimacy. One dimension concerns whether the main emphasis is on “logical” or rather on “emotional” foundations and another dimension concerns whether the emphasis is rooted in internal forces or external forces. We label the four discourses “rationalistic”, structuralistic”, “idealistic” and “identity “.
OriginalsprogEngelsk
Publikationsdatojul. 2015
StatusUdgivet - jul. 2015
Udgivet eksterntJa
BegivenhedEGOS - Athen, Grækenland
Varighed: 2 jul. 20154 jul. 2015
Konferencens nummer: 31

Konference

KonferenceEGOS
Nummer31
LandGrækenland
ByAthen
Periode02/07/201504/07/2015

Fingerprint

public service
legitimacy
public management
discourse
private sector
management consultant
conversation analysis
benchmarking
Denmark
discourse analysis
technical language
municipality
ranking
metaphor
narrative
market
interview
Group

Citer dette

Lystbæk, C. T., Holmgren, J., & Friis, O. U. (2015). Discursive strategies of strategy in public organizations. Afhandling præsenteret på EGOS, Athen, Grækenland.
Lystbæk, Christian Tang ; Holmgren, Jens ; Friis, Ole Uhrskov. / Discursive strategies of strategy in public organizations. Afhandling præsenteret på EGOS, Athen, Grækenland.
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Lystbæk, CT, Holmgren, J & Friis, OU 2015, 'Discursive strategies of strategy in public organizations' Paper fremlagt ved EGOS, Athen, Grækenland, 02/07/2015 - 04/07/2015, .

Discursive strategies of strategy in public organizations. / Lystbæk, Christian Tang; Holmgren, Jens; Friis, Ole Uhrskov.

2015. Afhandling præsenteret på EGOS, Athen, Grækenland.

Publikation: Konferencebidrag uden forlag/tidsskriftPaper uden forlag/tidsskriftForskningpeer review

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AB - In the last decades, private sector principles and policies have spread into public management. This has fuelled the growth of strategic practices in public service organizations. Although public service organizations typically do not exist in markets or have directs competitors, they tend to articulate their strategies through private sector strategy terminology about competition, ranking, benchmarking, etc.. Thus, it is time to explore how strategy making is given discursive legitimacy in public organizations.An important way to study strategy as practice is by attending of the discourse of strategy. Bodies of discursive scholarship, such as critical discourse analysis, narrative analysis, metaphor analysis and conversation analysis, have contributed with significant research into important issues and themes in strategy making processes such as sense-making, subject-positions and power relations, however they have not depicted an underlying conceptual structure in how strategy making is given discursive legitimacy in public service organizations. In this study, we depart from previous discursive strategy research by taking a deconstructive approach in order to identify underlying conceptual structures in discourses of strategy in public management. Based on a focus group interview with six management consultants working in a municipality in Denmark, we identify two dimensions regarding how strategy making in public service organizations is given discursive legitimacy. One dimension concerns whether the main emphasis is on “logical” or rather on “emotional” foundations and another dimension concerns whether the emphasis is rooted in internal forces or external forces. We label the four discourses “rationalistic”, structuralistic”, “idealistic” and “identity “.

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Lystbæk CT, Holmgren J, Friis OU. Discursive strategies of strategy in public organizations. 2015. Afhandling præsenteret på EGOS, Athen, Grækenland.