Discursive construction of polyphony in healthcare management

Abstract

Purpose

The aim of the paper is to understand and define how the polyphony of management is constructed in interaction and to describe this through concrete management meeting cases. Polyphony refers to the diverse voices of various organization members, and how these voices are present, disclosed and utilized in management.

Design/methodology/approach

The study is based on the social constructionist and discursive perspectives of management, which question the traditional, individualistic approaches of management. The issue was examined through a qualitative case study by analysing the micro‐level management discourse in three healthcare organizations.

Findings

Discursive practices that enhance or inhibit polyphony are often unnoticed and unconscious. Key moments of management discourse are an example of unconscious mundane practices through which members of organizations construct the reality of management.

Research limitations/implications

The empirical results are locally contextual. In the future, research will be able to apply the approach to diverse contexts as well as link micro‐level discourses to the construction of broader health and social management discourses.

Practical implications

The paper increases the understanding of how to enhance participation and staff contribution, and how to utilize the knowledge of all members of the organization.

Social implications

Both managers and other staff members are fully involved in the social construction of management. Micro‐level discourse should be paid attention to in management work as well as in the education of managers and staff.

Originality/value

The study increases the understanding of micro‐level issues of management and challenges the conventional, taken‐for‐granted assumptions behind organization and management theories.

Citation

Hujala, A. and Rissanen, S. (2012), "Discursive construction of polyphony in healthcare management", Journal of Health Organization and Management, Vol. 26 No. 1, pp. 118-136. https://doi.org/10.1108/14777261211211124