Search results

The purpose of this study is primarily conceptual, presenting the notion of a polyphonic model as a tool for analyzing the interactions of diverse stakeholder voices in generating corporate social responsibility (CSR) narratives and practices.

The theoretical basis for this model is Bakhtin’s notions of voice, polyphony, dialogic relations and placement within dialogue.

To demonstrate possible applications of the model, this study considers CSR narratives that are emerging from some countries of the Arabian Gulf, given that this region’s historical trajectory and socio-political context differ substantially from those of more widely studied geopolitical contexts. This application reveals valuable use of the model.

The contribution of this paper is its pioneering development of a polyphonic model that serves to reveal the diverse voices that shape CSR narratives. This provides a tool particularly useful for investigating the creation of CSR narratives in less researched organizational and national contexts.

As part of a national plan to govern professional and organizational development in Norwegian specialist healthcare, the country’s hospital clinics are tasked with constructing development plans. Using the development plan as a case, the paper analyzes how managers navigate and legitimize the planning process among central actors and deals with the contingency of decisions in such strategy work.

This study applies a qualitative research design using a case study method. The material consists of public documents, observations and single interviews, covering the process of constructing a development plan at the clinical level.

The findings suggest that the development plan was shaped through a multilevel translation process consisting of different contending rationalities. At the clinical level, the management had difficulties in legitimizing the process. The underlying tension between top-down and bottom-up steering challenged involvement and made it difficult to manage the contingency of decisions.

The findings are relevant to public sector managers working on strategy documents and policymakers identifying challenges that might hinder the fulfillment of political intentions.

This paper draws on a case from Norway; however, the findings are of general interest. The study contributes to the academic discussion on how to consider both the health authorities’ perspective and the organizational perspective to understand the manager’s role in handling the contingency of decisions and managing paradoxes in the decision-making process.