Emphasising the political and emotional dimensions of organisational change politics with Laclauian discourse theory

Abstract

Purpose

The purpose of this paper is to explore power-resistance plays, or organisational change (OC) politics, from a discourse theory perspective to deepen our understanding of the political and emotional dimensions of these phenomena.

Design/methodology/approach

The paper deploys Laclauian concepts of hegemony, fantasmatic narrative and empty signifiers alongside a recently-developed logics of critical explanation approach in the case study of an English local authority formulating a project of integrated commissioning in response to austerity.

Findings

The paper demonstrates how OC politics are played out in multiple ways, from social and political negotiations over the meaning of commissioning to the refuelling of the authority’s fantasmatic narrative.

Originality/value

The paper’s key value is to illustrate how and why discourse theory can contribute, alongside other discursive frameworks, to the in-depth qualitative and political study of organisational issues such as change.

Citation

MacKillop, E. (2016), "Emphasising the political and emotional dimensions of organisational change politics with Laclauian discourse theory", Qualitative Research in Organizations and Management, Vol. 11 No. 1, pp. 46-66. https://doi.org/10.1108/QROM-11-2015-1334