Affiliation:
1. School of Management and Finance, University of Nottingham, U.K.
Abstract
This paper focuses on the micropolitical behaviour of a group of four indi viduals who were able to gain acceptance for their interpretation of events as a project unfolded through symbolic action, myth making and control over the flow of information. It is suggested that these devices were resorted to in order to create a façade of project-risk minimization in ways which were in part self-deceptive and ego-enhancing. The research contribution this paper makes is twofold. First, it illustrates the social, symbolic and political processes by which a select group were able to manipulate other actors' understandings of complex organizational events. Second, it suggests that apparently irrational and uninformed decisions may have a rational and intelligible basis when inter preted as politically motivated symbolic acts required for legitimation purposes.
Subject
Management of Technology and Innovation,Organizational Behavior and Human Resource Management,Strategy and Management
Reference88 articles.
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2. ORGANIZATIONAL SYMBOLISM AND IDEOLOGY
3. Two Faces of Power
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