The managers in this research report that strategic stories are scarcely used in large international companies, which are described as contexts of logical argumentation, where credibility from functional expertise and logical persuasion is paramount. Managers describe a need to wear ???corporate armour.??? Multicultural aspects engender many communications challenges. / Many risks are thus seen in strategic storytelling. Storytelling is viewed as easy to do badly, and very hard to get right, requiring time and effort that offer only marginal returns. The risks, which appear to outweigh the potential gains, have to do with performance risks: a loss of personal and professional credibility, a failure to tell a story that is relevant to the audience, organizational resistance to storytelling and the fear of anti- or counter-stories. / Nevertheless, strategic storytelling is perceived to be a potentially valuable communication tool for managers in large international companies, especially as a complement to other, more widely used communication vehicles. The emotional power of storytelling is seen to be its highest value: in certain situations, it can help managers achieve their communication goals more effectively than conventional communication modes. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2006.
| Identifer | oai:union.ndltd.org:ADTP/267253 |
| Creators | Adler, Gordon Brooks |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | copyright under review |
Page generated in 0.002 seconds