Difference between revisions of "Clifton2009"
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|BibType=ARTICLE | |BibType=ARTICLE | ||
|Author(s)=Jonathan Clifton | |Author(s)=Jonathan Clifton | ||
| − | |Title=Beyond taxonomies of influence: | + | |Title=Beyond taxonomies of influence: 'doing' influence and making decisions in management team meetings |
| − | |Tag(s)=EMCA; Conversation Analysis; Institutional interaction; Meetings; Influence; Decision; Identity; | + | |Tag(s)=EMCA; Conversation Analysis; Institutional interaction; Meetings; Influence; Decision; Identity; |
|Key=Clifton2009 | |Key=Clifton2009 | ||
|Year=2009 | |Year=2009 | ||
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|Volume=46 | |Volume=46 | ||
|Number=1 | |Number=1 | ||
| − | |Pages= | + | |Pages=57–79 |
| − | |URL= | + | |URL=https://journals.sagepub.com/doi/abs/10.1177/0021943608325749 |
|DOI=10.1177/0021943608325749 | |DOI=10.1177/0021943608325749 | ||
|Abstract=Studies of influence in organizational settings have tended to concentrate on defining categories of influence based on self-reports and questionnaires. This has tended to decontextualize and generalize the findings and therefore overlooks the inevitably temporally and locally situated nature of all social activity. Using conversation analysis as a methodology and videotaped data of naturally occurring talk, this article seeks to go beyond such taxonomies of influence. More specifically, this article seeks to provide a fine-grained analysis of how subordinates, as well as superiors, can influence decision-making episodes of talk. It is also argued that the results of such research can be fed back into practice and ultimately can be of help in allowing better decision-making practices. | |Abstract=Studies of influence in organizational settings have tended to concentrate on defining categories of influence based on self-reports and questionnaires. This has tended to decontextualize and generalize the findings and therefore overlooks the inevitably temporally and locally situated nature of all social activity. Using conversation analysis as a methodology and videotaped data of naturally occurring talk, this article seeks to go beyond such taxonomies of influence. More specifically, this article seeks to provide a fine-grained analysis of how subordinates, as well as superiors, can influence decision-making episodes of talk. It is also argued that the results of such research can be fed back into practice and ultimately can be of help in allowing better decision-making practices. | ||
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Latest revision as of 11:40, 23 November 2019
| Clifton2009 | |
|---|---|
| BibType | ARTICLE |
| Key | Clifton2009 |
| Author(s) | Jonathan Clifton |
| Title | Beyond taxonomies of influence: 'doing' influence and making decisions in management team meetings |
| Editor(s) | |
| Tag(s) | EMCA, Conversation Analysis, Institutional interaction, Meetings, Influence, Decision, Identity |
| Publisher | |
| Year | 2009 |
| Language | |
| City | |
| Month | |
| Journal | Journal of Business Communication |
| Volume | 46 |
| Number | 1 |
| Pages | 57–79 |
| URL | Link |
| DOI | 10.1177/0021943608325749 |
| ISBN | |
| Organization | |
| Institution | |
| School | |
| Type | |
| Edition | |
| Series | |
| Howpublished | |
| Book title | |
| Chapter | |
Abstract
Studies of influence in organizational settings have tended to concentrate on defining categories of influence based on self-reports and questionnaires. This has tended to decontextualize and generalize the findings and therefore overlooks the inevitably temporally and locally situated nature of all social activity. Using conversation analysis as a methodology and videotaped data of naturally occurring talk, this article seeks to go beyond such taxonomies of influence. More specifically, this article seeks to provide a fine-grained analysis of how subordinates, as well as superiors, can influence decision-making episodes of talk. It is also argued that the results of such research can be fed back into practice and ultimately can be of help in allowing better decision-making practices.
Notes
