Publication Type

Journal Article

Version

acceptedVersion

Publication Date

1-2004

Abstract

This article examines a piece of corporate theatre. Although theatre has entered organization studies through the dramatistic writing of Kenneth Burke and the dramaturgical writings of Erving Goffman, this article is concerned with an approach variously described as organizational, radical, situation or corporate theatre that treats theatre not primarily as a resource, an ontology or a metaphor but as a technology. This approach involves the deployment by an organization of dramatists, actors, directors, set designers, lighting specialists, and musicians to put on performances in front of audiences. Using frameworks derived from studies of theatre a particular piece of corporate theatre is described and analysed. It is argued that this form of theatre appears to be used to contain reflection and to promote the views of a particular group within an organization. It does not confront an audience but subtly suggests alternative ways of evaluating, construing and understanding issues. This may be achieved by anaesthetizing audience reaction by encouraging imaginative participation in the performance so that cherished beliefs and values do not appear to be directly challenged.

Discipline

Organizational Behavior and Theory | Theatre and Performance Studies

Research Areas

Organisational Behaviour and Human Resources

Publication

Journal of Management Studies

Volume

41

Issue

1

First Page

37

Last Page

59

ISSN

0022-2380

Identifier

10.1111/j.1467-6486.2004.00420.x

Publisher

Wiley: 24 months

Copyright Owner and License

Authors

Additional URL

https://doi.org/10.1111/j.1467-6486.2004.00420.x

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