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Shifting meanings : The role of metaphors in collective meaning–making in complex project leadership

Hatcher, Caroline A., Chang, Artemis, & Kim, Jai (2012) Shifting meanings : The role of metaphors in collective meaning–making in complex project leadership. In Management Research Revisited: Prospects for Theory and Practice (BAM 2012 ), Cardiff University.

Abstract

This paper examines the use of metaphors in collective meaning-making in the work of managers and leaders of megaprojects, drawing on interviews with thirty-three leaders of complex projects in a case study organisation responsible for the delivery of major acquisitions. Recognising the notion of both contextualised and decontextualised approaches to either seeking to elicit or project metaphors, the paper describes the various ways in practising project leaders describe their work and the synergies these metaphors have with the broader social discourse and theorisation around complexity and the language of complex adaptive systems. The paper presents our case study findings where we outline our typology of meta-metaphors describing project leaders’ multiple roles and our interpretation of the significance of these choices.

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ID Code: 54398
Item Type: Conference Paper
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Organisation and Management Theory (150310)
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Deposited On: 30 Oct 2012 08:13
Last Modified: 08 Mar 2013 21:44

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