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How Issues Become (Re)constructed in the Media : Discursive Practices in the AstraZeneca Merger

Author

Listed:
  • Bo Hellgren

    (EM - EMLyon Business School)

  • Jan Lowstedt
  • Liisa Puttonen
  • Janne Tienari
  • Eero Vaara
  • Andreas Werr

Abstract

In this article, we put forward a novel way of exploring difference and contradiction in merging organizations. We examine how the media (re)constructs meanings in a major cross-border merger. Based on an analysis of press coverage, we attempt to specify and illustrate how particular issues are (re)constructed in media texts through interpretations of ‘winning' and ‘losing'. We also show how specific discourses are drawn on in this (re)construction. In the merger studied, discourse based on economic and financial rationale dominated the media coverage. Discourse promoting nationalistic sentiments, however, provided an alternative discursive frame to the dominant rationalistic discourse. We argue that the two basic discourses are enacted in three analytically distinct discursive practices in the media: factualizing, rationalizing and emotionalizing. We suggest that the ability of different actors such as top managers to make use of different discursive strategies and resources in promoting their ‘versions of reality' in the media (or public discussion) is a crucial avenue for research in this area.

Suggested Citation

  • Bo Hellgren & Jan Lowstedt & Liisa Puttonen & Janne Tienari & Eero Vaara & Andreas Werr, 2002. "How Issues Become (Re)constructed in the Media : Discursive Practices in the AstraZeneca Merger," Post-Print hal-02312881, HAL.
    • Handle: RePEc:hal:journl:hal-02312881
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    Cited by:

    1. Heusinkveld, Stefan & Visscher, Klaasjan, 2012. "Practice what you preach: How consultants frame management concepts as enacted practice," Scandinavian Journal of Management, Elsevier, vol. 28(4), pages 285-297.
    2. Seeck, Hannele & Kantola, Anu, 2022. "The role of professional elites in shaping management practice: how the old mentalities condition the adoption of new management ideas," LSE Research Online Documents on Economics 118461, London School of Economics and Political Science, LSE Library.
    3. Choi, Soki & Holmberg, Ingalill & Löwstedt, Jan & Brommels, Mats, 2011. "Executive management in radical change--The case of the Karolinska University Hospital merger," Scandinavian Journal of Management, Elsevier, vol. 27(1), pages 11-23, March.
    4. Lutz Preuss & David Dawson, 2009. "On the Quality and Legitimacy of Green Narratives in Business: A Framework for Evaluation," Journal of Business Ethics, Springer, vol. 84(1), pages 135-149, January.
    5. Irene Pollach, 2014. "Corporate Environmental Reporting and News Coverage of Environmental Issues: an Agenda‐Setting Perspective," Business Strategy and the Environment, Wiley Blackwell, vol. 23(5), pages 349-360, July.
    6. Valerie Stead & Sharon Mavin & Carole Elliott, 2024. "Angela Rayner (Member of Parliament) and the “Basic Instinct Ploy”: Intersectional misrecognition of women leaders' legitimacy, productive resistance and flexing (patriarchal) discourse," Gender, Work and Organization, Wiley Blackwell, vol. 31(1), pages 152-170, January.
    7. Nijholt, Jurriaan J. & Heusinkveld, Stefan & Benders, Jos, 2014. "Handling management ideas: Gatekeeping, editors and professional magazines," Scandinavian Journal of Management, Elsevier, vol. 30(4), pages 470-484.
    8. Shi, Wei & King, David R. & Connelly, Brian L., 2021. "Closing the deal: Managerial response to short sellers following M&A announcement," Journal of Business Research, Elsevier, vol. 130(C), pages 188-199.

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