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This paper views organizational change from a linguistic perspective. Concepts are taken from the theory of speech acts, the theory of political language forms, and the theory of language coherence and applied to two case studies of companies undergoing major organizational change. Two criteria for coherent language use during organizational change are developed and illustrated empirically using two contrasting cases (which are re-interpreted from the extant literature). These cases are modelled sequentially in their own terms, one case forming five stages, the other forming four stages. The first case involves AT&T (Schlesinger et al. 1987), which satisfies the two criteria of coherent language use. The second case, involving Chrysler (Moritz and Seaman 1981), does not satisfy these two criteria.

This paper addresses the paradox that despite all organizational change towards flatter and postmodern organizations, hierarchical order is quite persistent. We develop a differentiated understanding of hierarchy as either formal or informal and apply this analytical framework to several types of organization. The analysis reveals that hierarchy is much more widespread than thought; in particular, postmodern, representative democratic and network organizations are much less 'alternative' and 'hierarchy-free' than their labels and common understanding may suggest. The main argument is that the persistence of hierarchy in different types of organization can be explained by different dynamic relationships between formal and informal hierarchy.

We address the co-evolution of language and material practices during institutionalization by proposing a tropological model of institutionalization that integrates linguistic and practice-oriented approaches into a four-stage sequence: Metaphor enables members to inaugurate institutional change by inspiring and energizing initial movement. Members use metonymy to operationalize the emerging institution by demonstrating how it can become expected practice. Synecdoche is used to facilitate diffusion, standardizing the institution across time and space. When material practice is noticeably contrary to linguistic claims, however, members use irony to bring about deinstitutionalization and generate another inaugurating metaphor. The model further proposes that ritualized actions dramatize each trope, highlighting its symbolic meaning and embedding distinct material practices that serve both to institutionalize the practice and to facilitate boundary crossing to the next trope. The paper goes beyond current literature by offering an integrated theory of trope and ritual as an explanation of how institutions are simultaneously symbolic-linguistic and practice-material.

This article analyses how multiple organizational identities are constructed through rhetoric to maintain and enhance the legitimacy claims made by organizations. Our theorizing is founded on an investigation of the 43 geographically based English and Welsh constabularies. The research contribution of our study is threefold. First, we show that officially sanctioned web-based organizational identity claims are multiple and discuss their implications for identity theory. Second, we consider how these multiple identity claims are constituted using particular rhetorical strategies. Third, we argue that the multiple identity claims constituted aspects of constabularies' selfpresentation strategies by which they attempted to exert control over stakeholders' perceptions and establish pragmatic, cognitive and moral claims to legitimacy. This is contrary to some previous research that has suggested that organizations seek to reconcile or redefine multiple claims, and that has ignored them as a resource for satisfying sceptical audiences. The principal argument we make is that organizational identities are often multiple, are phrased using specific rhetorical schemes, and that identity multiplicity supports claims for legitimacy.

This article recognizes a major dichotomy in the study of legitimacy construction at the organizational level. Scholars have either focused on agent-centred explanations of organizational legitimation, which favour its evaluative dimension, or on structural explanations, which highlight the isomorphic pressures imposed on individual organizations in order to become and remain intelligible to stakeholders. By applying a discursive methodology, we propose a new approach for the study of organizational legitimacy construction that incorporates both its evaluative and cognitive dimensions. Drawing on a structurational model of narrative recursivity, inspired by Greimas (1987), we argue that the construction of organizational legitimacy is dependent on both the persuasiveness of organizational storytelling and on the realization of a taken-for-granted narrative structure. We explicate the processes by which legitimacy is narratively constructed through empirical data associated with the founding of an HIV/AIDS organization.

This article considers data from a hospital that was introducing an experimental new facility onto an existing site, including the process of institutionalization of the argument 'The new facility requires radically new working practices.' The data are used to test a proposed integration of Barley and Tolbert's (1997) model of the psychological mechanisms involved in institutionalization with a political model of how motives vary during the stages of organizational change. There is some empirical support for a congruence between the two models, namely, that psychological encoding matches with political recognition, psychological enactment matches with political transition, and psychological replication and externalization match with political consolidation.

This paper draws upon archival and oral history research on organizational transition at Procter & Gamble (1950–2009), during which P&G evolved from a multinational to a global enterprise. Intertextuality, the ways in which texts appropriate prior works to produce new texts, illuminates the practical workings of rhetorical history, accentuating interpretive agency. The uses of the past at P&G involved an authorized historical account relating to socialization, invented tradition, and lessons from past experience, facilitating change within continuity. We show that in transforming from multinational to global enterprise, recognition of the value of history to strategy intensified, engendering rhetorically intense variations on time-honoured themes. Our main contribution to theory is to demonstrate how sensitivity to intertextuality casts light on the nature of organizational history as historically constructed through language, subject to the agency of skilful interpretive actors who engage in intertextual adaptation in pursuit of strategic change as purposes and contexts evolve.