Two versions of nomadic employees: Opposing ways to employ the same discourse in talking about change

Abstract

Organizations are altering their office settings to non-territorial workspaces, where employees do not have assigned desks but are supposed to choose freely where they sit. In this context, the metaphor of the nomad appears to be an understandable way to position the employees of organizations within non-territorial workspaces. Drawing on the empirical data of a study of organizational change in a Nordic media company, this study applied the discursive resources from the field of institutional interaction in the analysis. This article presents how the participants employed the same metaphor of the nomad as a rhetorical strategy to support and resist change, and suggests that the use of a particular discourse does not necessarily contribute to the desired outcomes. Furthermore, the study shows how constructing senses of legitimacy involves the use of the same metaphor to construct arguments and counter-arguments toward the change.