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Performativity and counter-performativity of a knowledge strategy discourse

Author

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  • I. Corbett-Etchevers

    (CERAG - Centre d'études et de recherches appliquées à la gestion - UPMF - Université Pierre Mendès France - Grenoble 2 - CNRS - Centre National de la Recherche Scientifique)

  • Eléonore Mounoud

    (LGI - Laboratoire Génie Industriel - EA 2606 - CentraleSupélec)

Abstract

Performativity refers to the ability to "do things with words" (Austin, 1962). Latour (1996) suggested that management sciences are probably the most performative of all sciences as they design their objects. This piece of research asks what do strategy discourses "do" in an organization and how? Looking at the production, dissemination and consumption of a "knowledge strategy" in a multinational company, we explore how the knowledge strategy discourse and texts are interpreted, appropriated, transformed, and sometimes resisted in ways that influence their performative effect.

Suggested Citation

  • I. Corbett-Etchevers & Eléonore Mounoud, 2012. "Performativity and counter-performativity of a knowledge strategy discourse," Post-Print halshs-00853773, HAL.
    • Handle: RePEc:hal:journl:halshs-00853773
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-00853773
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    References listed on IDEAS

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    1. John Hendry & David Seidl, 2003. "The Structure and Significance of Strategic Episodes: Social Systems Theory and the Routine Practices of Strategic Change," Journal of Management Studies, Wiley Blackwell, vol. 40(1), pages 175-196, January.
    2. Mihaela Kelemen, 2000. "Too Much or Too Little Ambiguity: The Language of Total Quality Management," Journal of Management Studies, Wiley Blackwell, vol. 37(4), pages 483-498, June.
    3. I. Corbett-Etchevers & Eléonore Mounoud, 2012. "Performativity and counter-performativity of a knowledge strategy discourse," Post-Print halshs-00787505, HAL.
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