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Storytelling the Imaginary to Make It Real Through Strategic Implementation

Author

Listed:
  • María Angeles Rastrollo-Horrillo
  • Jérémy Clément Salmeron

    (ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations, Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon)

  • Françoise Goter-Grivot

Abstract

There has been increasing interest in the narrative aspects of strategy over the last two decades. In all forms, communication is integral to strategy (Balogun et al, 2014). It is broadly accepted in the "communication and strategy" literature that storytelling infuses the strategic planning work with meaning, facilitating the top-down communication of the strategy. People need to feel like they are part of something with meaning, people value being valued, and telling stories is more inspiring than communicating the strategy through tables and charts explaining the problems and the opportunities the company is facing or communicating the strategic vision with over-used (and banalized) words like "optimize, competitiveness, innovation", etc.

Suggested Citation

  • María Angeles Rastrollo-Horrillo & Jérémy Clément Salmeron & Françoise Goter-Grivot, 2021. "Storytelling the Imaginary to Make It Real Through Strategic Implementation," Post-Print halshs-04708804, HAL.
    • Handle: RePEc:hal:journl:halshs-04708804
    DOI: 10.5465/AMBPP.2021.11624abstract
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