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This study aims to assess the impact of organizational storytelling on organizational performance by undertaking telecommunication companies located in the Middle Eastern nation of Jordan.

A quantitative design has been adopted to identify the impact of organizational storytelling on organizational performance, recruiting 460 employees at managerial levels from three telecom companies (Umniah, Zain and Orange). A step-wise regression analysis has been applied to analyze the data collected using a close-ended structured questionnaire.

A total of 284 male and 176 female employees took part in the study. The study has found a positive and significant impact of organizational learning, change management, corporate culture, training and development and leadership and indicated that these determinants positively related to organizational performance. Findings showed a positive and significant impact of organizational storytelling on organizational performance based on its components.

This study has contributed to identifying the impact of organizational storytelling on organizational performance in the telecommunication sector in Jordan.

This study is among the few to analyses the impact of organizational storytelling based on training and development, change management, corporate culture, organizational learning and development and leadership on the organizational performance of telecom companies in Jordan.

Leaders need diverse talent to leverage organizational success; however, leaders must also develop inclusive working environments that meet the diverse needs of their employees. This chapter seeks to support organizational leaders in using storytelling to foster a culture of inclusivity and drive inclusive leadership practices throughout their organizations. Dimensions of the inclusive leadership compass (ILC) model (embrace, empower, enable, and embed) are used to highlight organizational areas that are rich with opportunities to facilitate mindset shifts at the individual, team, and system levels. This chapter explores strategies and highlights methods leaders can use to effectively implement the powerful learning and communication technique of storytelling in each of the critical areas of the inclusive leadership model. Starting with self-knowledge, leaders can devise ways to embrace difference and expand their understanding of inclusivity to inspire others to do the same. The authors propose a phenomenological approach to advancing efforts toward an inclusive organization in a way that honors the lived experience of others. This chapter includes methods for developing psychologically safe environments and other storytelling criteria that amplify the power of storytelling in a healthy approach that will be received and reverberate throughout the organization and enhance the benefits of inclusive leadership practices.

The stories told in organizations offer researchers and organizational development practitioners a natural entry point to understanding and intervening in the culture(s) of an organization. Informed by perspectives of social constructivism, organizational symbolism, and critical theory, examines key studies of organizational story and storytelling, identifies multidisciplinary foundations, and presents challenges to the application of story work in organizations.

Storytelling is regarded as a fundamental way for humans to communicate with each other, no matter whether in the form of folklore, myths or war stories. Storytelling is applied in management and organisational practices in order to achieve specific purposes. Management activities within projects are similar to managing organisations with high complexity. Storytelling can then be applied in the construction project environment to achieve specific management purposes. This paper aims to explore the potential roles of storytelling in the construction industry through analysing its applications in other sectors, and to align the applications of storytelling to construction projects.

Through an in‐depth literature review of the nature of stories and storytelling, and their roles in management and organisational practices, this study determines how stories can contribute to the effective sharing of knowledge in the construction project environment. Cases of storytelling applications in construction projects are also presented, with the aim of showing the uniqueness of storytelling.

Storytelling is a potential approach for managing construction project knowledge through the features of stories and storytelling by preserving, transferring, and learning from current or past experiences of both construction projects and firms.

The findings illustrate gaps in the current knowledge and pave the path for future research in this particular area.

The research examines promising implementations of stories and storytelling in the construction industry through examination of the literature.

The purpose of this paper is to evaluate the perception of the role of storytelling in organizational change in this study involving eight principals and administrators in three of Central Florida’s counties. The study concerns the change from the “No Child Left Behind” (NCLB) legislation to the Every Student Succeeds Act (ESSA, December 10, 2015) Even though the ESSA includes major changes from the NCLB legislation, schools that consistently perform below standard continue to face having to turn over operations to a charter or outside entity (Florida Department of Education, 2018).

This study engaged the phenomenological research design of qualitative methodology in this small case study. Eight principals and/or administrators employed in Orange, Seminole and Volusia County public schools participated in this study. SurveyMonkeyTM, an online survey tool, was the instrument used to collect the data.

Two themes emerged from the perceptions of the participants. They expressed storytelling is effective in engaging the school’s culture and strengthening commitment to the change. They also expressed that even though storytelling is recommended as a tool to use in organizational change, it is only one of the necessary elements.

Like in other industries where dynamic changes arise from external factors, ESSA, the new standardized assessment, under-performing students and insufficient financial and academic resources have created the perfect storm for principals and administrators to navigate if their schools are to survive. Storytelling can be a helpful part of the change management toolkit.

In this case study, storytelling has proven to be an effective measure for principals and administrators to include as one of their change tools to engage in productive communication as they tackle the many negative side effects of the new act.

The focus of this chapter is quantum dialectical storytelling and its contribution to generate anticipatory knowledge of the future through the intra-play between the ante-narrative and the anti-narrative. The theoretical framework on quantum dialectical storytelling is based upon Boje’s triad storytelling framework interfused with Hegelian dialectics and Baradian diffraction. Through the inspiration of Judith Butler’s performative theory, Riach, Rumens, and Tyler (2016) introduce the concept of the anti-narrative as a critical reflexive methodology. By drawing on Hegel’s work on the dialectical phenomenology of critical reflexive self-consciousness, a dialectical pre-reflexive and reflexive framework emerges as intra-weaving modes of being-in-the-world toward future.

Employee engagement has been directly linked to organizational outcomes, and at present, improving employee engagement has increasingly been a main focus for organizations. However, studies evaluating the impact of storytelling interventions on increasing the level of employee engagement are limited. Storytelling is one of the intervention methods that can provide cognitive stimulus to employees, which in turn could change their attitudes toward work including employee engagement. The purpose of this study is to determine the effectiveness of storytelling as an intervention tool for increasing employee engagement in one of the state-owned enterprises (SOEs) in West Java, Indonesia.

This study uses a quantitative method. Employees from a West Java branch of large SOEs were randomly assigned into experimental and control groups. The research design used a pretest and a post-test with an expressive writing method to identify the extent of employee engagement by comparing participant groups and measuring the increase of employee engagement as a result of the storytelling intervention. The experimental group participated in three storytelling sessions that had been set up by panels of experts, while the control group was not given any treatment. The expressive writing analysis was conducted using software that has been developed and tested for validity and reliability. Furthermore, statistical analysis was used to test the results of expressive writing scoring to determine the impact of storytelling interventions.

Direct storytelling is proven to be one of the most effective methods of increasing employee engagement in one of the SOEs in the West Java region. The results of this study showed that there were differences between the experiment and control groups after experiencing a direct storytelling intervention where there was a significant increase in the dimensions of employee engagement. Participants in experimental group had higher scores than participants in control group in most of the employee engagement dimensions. Additionally, expressive writing methods are also proven to be able to provide a stimulus for employees in expressing thoughts, perceptions and motivations for employee engagement in the company.

As direct storytelling has not been frequently used, especially to improve employee engagement, more studies should be conducted in various settings, with different measurement tools, and in a more controlled environment to confirm the effects of the intervention.

This paper provides insight into how companies can use direct storytelling to improve the dimensions of employee engagement. Additionally, this research can also be used as a reference by companies in Indonesia, especially SOEs, for applying the same method in an effort to improve work-related attitudes, such as employee satisfaction and organizational commitment.

This study raises social implications in which employees enthusiasm increases in improving personal relationships between employees and storytellers, who are middle or upper management employees. In addition, employees also more appreciate their struggles when starting their careers, so they care more about increasing their role and involvement in the company.

This paper provides resources and information for companies and organizations to improve employee engagement through the implementation of direct storytelling. The focus of this paper is to gain information on the role of direct storytelling in improving employee engagement within a company or organization.

The purpose of this paper is to explore how senior leaders in the hospitality industry use storytelling to disseminate their vision to employees and to illustrate how hermeneutics can be used as a method for the interpretation of qualitative data in hospitality management research.

A purposeful criterion‐based sample design was constructed and after a period of sensitisation to their organisations, 20 phenomenological interviews with high‐level international hospitality industry leaders were conducted. These interviews are analysed using a hermeneutical framework.

Storytelling is being used as a strategic method of communication and is fundamental to leadership in the contemporary commercial hospitality industry; stories are used to strengthen and revitalise current norms and values. Stories penetrate organisations and tap into the emotions of employees in order to inspire action and understanding.

Hermeneutics is applied clearly and concisely and the paper demonstrates how hermeneutics could easily be adapted for other projects. Clear direction for further research is suggested, exploring the efficaciousness of stories from the listeners' rather than narrator's perspective.

This paper does not teach managers how to tell stories, or even make them better storytellers; however, it highlights how storytelling is used by leaders at the apex of the commercial hospitality industry to develop and enhance organisational culture.

Within hospitality management research, storytelling has mostly been ignored both as a management tool and as a form of data collection; similarly hermeneutics as a means of data analysis does not feature in the hospitality management literature.

The purpose of this study is to examine the fulfillment of Panda’s mission statement in the organization’s macro and minor storytelling and provide a close look at the function of the organizational culture to enhance the fulfillment of organization missions. The study employs qualitative methodology and participant observation to inspect the fulfillment of Panda’s mission statement in the organization’s macro storytelling first. The fulfillment of the mission statement in the micro storytelling is examined at a local store. By comparing the macro and the micro storytelling, the study presents the consistency and inconsistency of fulfillment of the organization’s mission statement at different hierarchies of the organization. Lastly, the study discusses the function of organizational culture in enhancing the fulfillment of the mission statement of the organization. The first finding of this study is that there are consistencies and inconsistencies in fulfilling Panda’s mission statement in its macro- and micro-level storytelling. The second finding of the study readdresses that organizational culture can work as a buffer to enhance the fulfillment of the mission statement and mitigate the inconsistency between the macro and micro storytelling.

Tonya and Anete are new players at sc’MOI, but this theme emerges at the tail end of sc’MOI so they are best to explicate it. This chapter describes the theoretical contributions of quantum storytelling theory (QST) and practice. Building on the application of complexity theory in the hard sciences as well as social contexts and theory on multimodal constituency, this chapter considers the areas of overlap and difference between quantum storytelling and its theoretical fellows, with special attention given to sociomateriality, storytelling, feminism, fractal, and complexity theory.