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Discursiveness, Contradiction, and Unintended Consequences in Successive Downsizings

University of Cincinnati

François Cooren

University at Albany, SUNY

Daniel J. Cahill

Price water house Coopers LLP

In this study, the authors explore the idea that organizations perform in contradictory ways because they must satisfy contradictory expectations. The authors present a case study of three successive downsizings within a single organization, the last two of which involved contradictory downsizing strategies. These included a voluntary-involuntary downsizing strategy and a velvet boot strategy. The article also examines several internal organizational contradictions over missions, values, job expectations, and resources and shows how their management yields both contradictory solutions and unintended consequences. Finally, the authors adopt a contradiction centered view of organizations that focuses on the oppositions organizational members construct as their organizational realities, evidence for which can be found in their situated discourse.

Management Communication Quarterly, Vol. 15, No. 4, 501-540 (2002)
DOI: 10.1177/0893318902154001


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