Our appreciation of what managers do is, nowadays, routinely located in ‘talk’. Furthermore the purposeful ‘talk’ which is said to be central to managerial success has been structured, increasingly, as a form of storytelling. The reasons for this change are, in truth, complex and potentially contestable. But this is my book, and since I do not have the time or indeed the space to mess around I will offer, briefly, my reflections on the factors which, as I see it, have acted to underpin this development.

As I see it the roots of our contemporary interest in organizational storytelling may be traced to two books which were published in the early 1980s. These books, The Art of Japanese Management co-authored ...

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