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The Role of Rhetoric in the Creation of Strategic Coherence

Abstract : CEOs of major firms spend a significant amount of their time communicating and presenting their strategy to stakeholders. The power of the leaders may gain legitimacy from this communication but their it legitimacy may also be eroded as the multiplication multiplicity of announcements may cause prejudice to the can damage overall strategic coherence. This problem of ensuring the coherence of thein strategic discourse exists both inside the organization (Mantere and Sillince, 2007) and towards the its multiple outside strategic stakeholders, among them the financial markets. We study the case of the Lafarge Group and the communications of the former CEO, Bertrand Collomb about his strategic plan. We argue in this paper that the coherence in strategic discourses is created through the practice of rhetoric. Specifically, we identify the concrete dynamics by which a « manager as rhetor » creates a coherence at three levels : inside the firm, between the different stakeholders, and temporarily .
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Contributor : Valérie Chanal Connect in order to contact the contributor
Submitted on : Wednesday, May 26, 2010 - 5:07:05 PM
Last modification on : Saturday, June 25, 2022 - 7:59:01 PM
Long-term archiving on: : Thursday, September 16, 2010 - 3:48:40 PM


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  • HAL Id : halshs-00486796, version 1



Valérie Chanal, Franck Tannery. The Role of Rhetoric in the Creation of Strategic Coherence. Communicative dimensions of strategic planning, Academy of Management, Aug 2009, Chicago, United States. ⟨halshs-00486796⟩



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