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dc.contributor.authorAuvinen, Tommi
dc.contributor.authorSajasalo, Pasi
dc.contributor.authorSintonen, Teppo
dc.contributor.authorPekkala, Kaisa
dc.contributor.authorTakala, Tuomo
dc.contributor.authorLuoma-aho, Vilma
dc.date.accessioned2019-04-23T08:55:44Z
dc.date.available2019-04-23T08:55:44Z
dc.date.issued2019
dc.identifier.citationAuvinen, T., Sajasalo, P., Sintonen, T., Pekkala, K., Takala, T., & Luoma-aho, V. (2019). Evolution of strategy narration and leadership work in the digital era. <i>Leadership</i>, <i>15</i>(2), 205-225. <a href="https://doi.org/10.1177/1742715019826426" target="_blank">https://doi.org/10.1177/1742715019826426</a>
dc.identifier.otherCONVID_28905493
dc.identifier.otherTUTKAID_80565
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/63572
dc.description.abstractThis paper examines the evolution of strategy narration, contributing to ongoing discussions in this field. Our empirical data, gathered from a large Finnish co-operative bank, cover three decades. According to our findings, digitalisation has brought about an epoch change in strategy narration, as top management has strongly adopted digital media in their leadership work, which has replaced ‘traditional’ face-to-face strategy meetings and public presentations by gatherings on digital platforms, including webcasting, intranet and Skype. This has brought about a leadership vacuum, and left organisational members long for their superiors to ‘exercise’ some traditional leadership practices, such as caring and presence, both calling for face-to-face interaction. Thus, leadership roles, in terms of human-to-human interaction, seem to still be desired, and digitalisation has not entirely replaced the importance of the presence of an embodied leader. In our data, the leaders did not resort to intentional fabrication of alternative facts in the post-truth sense, but rather fantasising in the sense that strategising always involves fictional narration without a reference to historical facts as it relates to forthcoming events. Due to this, the post-truth framework of alternative facts and intentional truth bending does not entirely fit in describing strategy narration in business context. However, increasingly digital plurivocal narration with several participants is likely to result in multiple organisational ‘truths’. Therefore, dealing with such ambiguity and the exercise of leadership power requires leaders’ awareness of the flux of quickly evolving digital organisational storytelling.fi
dc.format.mimetypeapplication/pdf
dc.language.isoeng
dc.publisherSage Publications Ltd.
dc.relation.ispartofseriesLeadership
dc.rightsIn Copyright
dc.subject.otherleadership
dc.subject.otherstrategy narration
dc.subject.otherstrategising
dc.subject.otherpost-truth
dc.titleEvolution of strategy narration and leadership work in the digital era
dc.typearticle
dc.identifier.urnURN:NBN:fi:jyu-201904182226
dc.contributor.laitosKauppakorkeakoulufi
dc.contributor.laitosSchool of Business and Economicsen
dc.contributor.oppiaineBasic or discovery scholarshipfi
dc.contributor.oppiaineJohtaminenfi
dc.contributor.oppiaineViestinnän johtaminenfi
dc.contributor.oppiaineBasic or discovery scholarshipen
dc.contributor.oppiaineManagement and Leadershipen
dc.contributor.oppiaineCorporate Communicationen
dc.type.urihttp://purl.org/eprint/type/JournalArticle
dc.date.updated2019-04-18T12:15:06Z
dc.description.reviewstatuspeerReviewed
dc.format.pagerange205-225
dc.relation.issn1742-7150
dc.relation.numberinseries2
dc.relation.volume15
dc.type.versionacceptedVersion
dc.rights.copyright© The Author(s) 2019
dc.rights.accesslevelopenAccessfi
dc.subject.ysojohtajuus
dc.subject.ysostrategiatyö
dc.subject.ysonarratiivisuus
dc.subject.ysototuudellisuus
dc.subject.ysodigitalisaatio
dc.format.contentfulltext
jyx.subject.urihttp://www.yso.fi/onto/yso/p8420
jyx.subject.urihttp://www.yso.fi/onto/yso/p24301
jyx.subject.urihttp://www.yso.fi/onto/yso/p10164
jyx.subject.urihttp://www.yso.fi/onto/yso/p22213
jyx.subject.urihttp://www.yso.fi/onto/yso/p8692
dc.rights.urlhttp://rightsstatements.org/page/InC/1.0/?language=en
dc.relation.doi10.1177/1742715019826426


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