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Trabucchi D, Buganza T, Bellis P, Magnanini S, Press J, Verganti R, Zasa FP. Story-making to nurture change: creating a journey to make transformation happen. JOURNAL OF KNOWLEDGE MANAGEMENT 2022. [DOI: 10.1108/jkm-07-2022-0582] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/13/2022]
Abstract
Purpose
To overcome change management challenges, organizations often rely on stories as means of communication. Storytelling has emerged as a leading change management tool to influence and bring people on sharing knowledge. Nevertheless, this study aims to suggest stories of change as a more effective tool that helps people in taking action toward transformation processes.
Design/methodology/approach
The authors apply design science research to develop and evaluate how writing a prospective story engages organizational actors in the transformation process. The authors test the story-making artifact in a field study with five companies and 115 employees who participated in 75 workshops.
Findings
Using the findings to discuss the role of story-making in facilitating the emergence of new behaviors in transformation processes, the authors link story-making with the opportunity to make change happen through knowledge dissemination rather than merely understanding it.
Research limitations/implications
The authors illustrate the role of iterations, peers and self-criticism that help story-makers embrace sensemaking, developing a shared knowledge based that influence individual actions.
Practical implications
The authors propose the story-making approach that organizations can follow to nurture change to make transformation happen through knowledge cocreation.
Originality/value
The research explores story-making as an individual act of writing prospective stories to facilitate the emergence of new behaviors through shared knowledge.
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Ninan J, Sergeeva N. Mobilizing Megaproject Narratives for External Stakeholders: A Study of Narrative Instruments and Processes. PROJECT MANAGEMENT JOURNAL 2022. [DOI: 10.1177/87569728221102719] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
Megaprojects combine multiple external stakeholders, and a common narrative is essential to drive the project among often conflicting objectives. Narratives help organize people toward an agenda and therefore have performative and strategic implications. In this research, we explore how narratives are mobilized through narrative instruments and processes using the case study of the High Speed Two (HS2) megaproject in the United Kingdom. We record the use of three instruments—stories, labels, and comparisons—that undergo four processes: repeating, endorsing, humorizing, and actioning. These instruments and processes enable megaprojects to mobilize a narrative that helps in managing external stakeholders.
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Affiliation(s)
- Johan Ninan
- Faculty of Civil Engineering and Geosciences, Delft University of Technology (TU Delft), the Netherlands
| | - Natalya Sergeeva
- Bartlett School of Sustainable Construction, University College London (UCL), United Kingdom
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Project tragedies. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2022. [DOI: 10.1016/j.ijproman.2022.04.001] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/23/2022]
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Brunet M, Fachin F, Langley A. Studying Projects Processually. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2021.10.006] [Citation(s) in RCA: 6] [Impact Index Per Article: 2.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/19/2022]
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Bröchner J. Construction project management fiction: Individual values. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2021. [DOI: 10.1016/j.ijproman.2021.04.005] [Citation(s) in RCA: 1] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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Sergeeva N, Winch GM. Project Narratives That Potentially Perform and Change the Future. PROJECT MANAGEMENT JOURNAL 2021. [DOI: 10.1177/8756972821995340] [Citation(s) in RCA: 7] [Impact Index Per Article: 2.3] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/15/2022]
Abstract
This article develops a framework for applying organizational narrative theory to understand project narratives that potentially perform and change the future. Project narratives are temporal but often get repeated throughout the project life cycle to stabilize meaning, and could be about project mission, vision, identity, value creation, and so forth. Project narratives have important implications for organizational identity and image crafting. This article differentiates among different types of project narratives in relation to a project life cycle, providing case studies of project narratives on three major UK rail projects. We then set out the future research agenda into project narrative work.
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Affiliation(s)
- Natalya Sergeeva
- The Bartlett School of Construction and Project Management, University College London, UK
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Sergeeva N, WInch GM. Narrative interactions: How project-based firms respond to Government narratives of innovation. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2020. [DOI: 10.1016/j.ijproman.2020.08.005] [Citation(s) in RCA: 15] [Impact Index Per Article: 3.8] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/29/2022]
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Bellis P, Verganti R. Pairs as pivots of innovation: how collaborative sensemaking benefits from innovating in twos. INNOVATION-ORGANIZATION & MANAGEMENT 2020. [DOI: 10.1080/14479338.2020.1790374] [Citation(s) in RCA: 4] [Impact Index Per Article: 1.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/23/2022]
Affiliation(s)
- Paola Bellis
- School of Management, Politecnico di Milano, Milano, Italy
| | - Roberto Verganti
- House of Innovation, Stockholm School of Economics, Stockholm, Sweden
- Harvard Business School, Harvard Univerity, Boston, United States
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Boldosova V. Deliberate storytelling in big data analytics adoption. INFORMATION SYSTEMS JOURNAL 2019. [DOI: 10.1111/isj.12244] [Citation(s) in RCA: 12] [Impact Index Per Article: 2.4] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 01/01/2023]
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Sergeeva N, Zanello C. Championing and promoting innovation in UK megaprojects. INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2018. [DOI: 10.1016/j.ijproman.2018.09.002] [Citation(s) in RCA: 21] [Impact Index Per Article: 3.5] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/28/2022]
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Sergeeva N. Labeling Projects as Innovative: A Social Identity Theory. PROJECT MANAGEMENT JOURNAL 2017. [DOI: 10.1177/875697281704800104] [Citation(s) in RCA: 6] [Impact Index Per Article: 0.9] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
The notion of ‘innovative projects’ is popular and often taken for granted. This article challenges this taken for granted concept and attempts to provide detailed insights into what constitutes an ‘innovative project.’ Specifically, the article focuses on three main questions: (1) What kinds of projects are considered innovative? (2) How do projects become recognized as innovative and by whom? And (3) Why are projects recognized as innovative? This research follows the ‘linguistic turn’ occurring in project management studies, showing that social identity theory is a useful and insightful way of understanding discursively constructed labels chosen by practitioners to identify projects as innovative. Labeling projects as innovative has implications for practice as playing an important strategic role in bolstering the reputations of organizations and attracting customers; such labels are often used meaningfully, but also purposefully in project-based organizations.
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Affiliation(s)
- Natalya Sergeeva
- The Bartlett School of Construction and Project Management, University College London, London, England
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