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La rhétorique de la stratégie : comment le dirigeant crée-t-il un ordre pour l’action ?

Listed author(s):
  • Valérie Chanal


    (Université de Grenoble 2)

  • Franck Tannery


    (Université de Lyon 2)

Registered author(s):

    (VF)La communication de la stratégie occupe une place centrale dans la pratique des dirigeants. Les recherches récentes sur les discours stratégiques suggèrent que cette pratique peut contribuer à la création d’un ordre pour l’action. Cependant, ces travaux étudient peu la façon dont les dirigeants procèdent concrètement. Pour étudier cette pratique, l’article propose une analyse par la rhétorique afin de comprendre les ressorts de l’argumentation et leurs effets dans différents contextes de prise de parole. L’article analyse le cas de la communication du dirigeant du Groupe Lafarge vers les parties prenantes stratégiques auxquelles il s’adresse (cadres, administrateurs, investisseurs). Les résultats précisent le rôle de la rhétorique de la stratégie dans la création d’un ordre et apportent un éclairage original au courant de la stratégie comme pratique.(VA)Strategy communication is a central part of CEOs’ strategic activities. Recent research on strategic discourse suggests that this practice can lead to the creation of an order for action. However, former work does not study how managers concretely proceed. To study this practice, we propose to adopt a rhetoric perspective to understand the argumentation mechanisms and their effects in different speech contexts. Our research analyzes the case of the CEO of the Lafarge Group and how he talks to different stakeholders (senior managers, members of the board, investors). Our results contribute to better understand the role of strategy rhetoric in the enactment of a strategic order, and bring original insights to the “strategy as practice” research stream.

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    Article provided by in its journal Revue Finance Contrôle Stratégie.

    Volume (Year): 10 (2007)
    Issue (Month): 2 (June)
    Pages: 97-127

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    Handle: RePEc:dij:revfcs:v:10:y:2007:i:q2:p:97-127
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    1. John A. A. Sillince, 2002. "A Model of the Strength and Appropriateness of Argumentation in Organizational Contexts," Journal of Management Studies, Wiley Blackwell, vol. 39(5), pages 585-618, July.
    2. Pippa Carter & Norman Jackson, 2004. "For the Sake of Argument: Towards an Understanding of Rhetoric as Process," Journal of Management Studies, Wiley Blackwell, vol. 41(3), pages 469-491, May.
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