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Patrizia Hoyer
Former Member
Title
Dr.
Last Name
Hoyer
First name
Patrizia
Phone
+41 71 224 3925
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1 - 7 of 7
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PublicationDiscourse analysis as intervention: a case of organizational changing(Edward Elgar Publishing, 2016-11-25)In lieu of an abstract, here a brief extract from the introduction: In recent years, researchers in management and organization studies have devoted considerable attention to discursive research, so it is hardly controversial to claim that discourse analysis is one of the field’s most popular research methodologies. At the risk of simplifying, a key assumption underlying much of the available literature is that discourse analysis is primarily an excellent tool for producing knowledge (Heracleous, 2006) and more generally an analytic mentality (Phillips and Hardy, 2002). This interpretation is noteworthy as it consigns discourse analysis to its epistemological function. Although we agree that discourse analysis is inextricably connected to questions of epistemology (knowledge), in this chapter we seek to transcend this position by demonstrating that it can also be used productively as a means of intervention. Conflating the epistemological and interventionist trajectories of discourse analysis, we build on prior work that conceives of ‘method’ and ‘research’ quite generally as a means for enacting and changing reality instead of ‘only’ representing or interpreting it (Law, 2004; Steyaert, 2011). Following this vein of thinking, we tenta- tively outline the interventionist potential of discourse analysis against the backdrop of organizational changing. Thereby, drawing on Tsoukas (2005), we define organizational changing as the process through which multiple discursive practices unfold, allowing members of organizations to give meaning to the organizational reality of which they are part. Using this approach, and analysing a consultancy project in a large German voluntary organization, we reveal how discourse analysis can be used to intervene in discursive practices that are characterized by tensions and struggle. To this end, we pinpoint how the results from one such analysis were used to break up a contracted conflict via two interrelated steps. First, discursive spaces were created that offered members of the organization an opportunity to vent their frustration and to create awareness of the antagonistic discursive practices that triggered the tensions and conflict. Second, generative dialogue allowed them to foster more affirmative re-interpretations of organizational changing.Type: book section
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PublicationType: presentation
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PublicationJahresbericht 2011 der Psychologischen Beratungsstelle der Universität St. Gallen(Lehrstuhl für Organisationspsychologie (OPSY) der Universität St. Gallen, 2012)Type: work report
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PublicationJahresbericht 2010 der Psychologischen Beratungsstelle der Universität St.Gallen(Lehrstuhl für Organisationspsychologie, 2011)Type: work report
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PublicationJahresbericht 2009 der Psychologischen Beratungsstelle "beratung@psy"(Lehrstuhl für Organisationspsychologie, 2010)
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PublicationRessourcenorientierung in der Beratung von Studierenden : Working Paper der Psychologischen Beratungsstelle der Universität St. Gallen 2010(Lehrstuhl für Organisationspsychologie, 2010)Type: working paper
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PublicationKonzept der Psychologischen Beratungsstelle "beratung@psy" der Universität St. Gallen(Lehrstuhl für Organisationsspsychologie, 2009)Type: working paper