An antenarrative approach to organizational communication acknowledges the fragmented, collective, situated, and performative nature of organizational stories and storytelling. Adopting an antenarrative approach to managerial practice focuses our attention on the ways individuals manage the multi‐voiced nonlinear character of organizfitional life. Antenarrative theory and its significance for managerial practice is overviewed followed by an explication of how an organizational consultancy firm has developed systemic story making as a core practice for managing the multiple, often conflicting stories comprising organizational experience. Systemic story making raises significant issues regarding how antenarrative theory may consider the relationships among stories, inquiry, and change.
Stored only when both papers are in the corpus — 53 citations exist upstream.
Imported from OpenAlex (CC0) — nothing here is generated.