This special issue aims to provide readers with a deeper understanding of the nature of counter-narratives and their capability to stabilise and destabilise an organisation, especially in cross-cultural environments. There is a rich tradition of studying narratives in fields of communication, organisation and management research. However, counter-narratives and their impact on international dimensions of organisational behaviour have so far not been given any attention.
With the current growing business environment characterised by increased global competition, organisations need to focus on global strategies and management approaches from an intercultural perspective. For organisations to prosper, dominant narratives about management, employees, strategies, identity etc. need to be revisited, challenged and to some extent countered within an intercultural frame. Counter-narratives can thus become a useful tool for making tensions within intercultural business salient, as they may contest or negotiate dominant narratives which hinder the organisation from benefitting from cultural diversity.
Suitable topics include, but are not limited to, following in relation to counter-narratives and organisations:
- Organisational or individual identity
- Cultural differences among internal and external stakeholders
- Organisational culture
- Cross-cultural communication
- Cultural synergy
- Multicultural teams
- Leading globally
- Employee motivation and engagement
- Decision making
- Negotiating globally
Submission deadline: 18 October, 2015