Storytellers and their discursive strategies in a post‐acquisition process

Abstract

Purpose

The aim is to discuss how storytelling can be used in different ways to enlighten change processes occurring within and after a takeover situation.

Design/methodology/approach

Case study reseach based on in‐depth interviews critically examined as forms of narratives.

Findings

Storytelling gives the organisation the possibility to change its goals.

Research limitations/implications

Through storytelling analysis contradictions and limitations are provoked within the takeover process.

Practical implications

Storytelling is always about various stories, which one needs to read into practice.

Originality/value

The paper illustrates the value of aquisitions as seen through the eyes of the key players.

Citation

Steuer, R. and Wood, T. (2008), "Storytellers and their discursive strategies in a post‐acquisition process", Journal of Organizational Change Management, Vol. 21 No. 5, pp. 574-588. https://doi.org/10.1108/09534810810903225