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Discourse as a Strategic Resource
Cynthia Hardy
Melbourne, Australia, hardy{at}ecomfac.unimelb.edu.au
Ian Palmer
University of Technology, Sydney, Palmer{at}uts.edu.au
Nelson Phillips
McGill University, phillips{at}management.mcgill.ca
In this article, we outline a model of how discourse can be mobilized as a strategic resource. The model consists of three circuits. First, in circuits of activity, individuals attempt to introduce new discursive statements, through the use of symbols, narratives, metaphors, etc. aimed at evoking concepts to create particular objects. These activities must intersect with circuits of performativity. This occurs when, for example, concepts are contextually embedded and have meaning for other actors; when symbols, narratives and metaphors possess receptivity; and when the subject position of the enunciator warrants voice. Third, when these two circuits intersect, connectivity occurs as the new discursive statements `take'. Using an illustrative example of an international NGO operating in Palestine, we show how an individual brought about strategic change by engaging in discursive activity.
Key Words: critical discourse analysis • organization theory • strategy
Human Relations, Vol. 53, No. 9,
1227-1248 (2000)
DOI: 10.1177/0018726700539006
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