Strategic change: a journey towards new meaning? Semantic analysis of corporate communication

TY - JOUR

T1 - Strategic change: a journey towards new meaning? Semantic analysis of corporate communication

AU - Olander Roese, Malin

AU - Sikström, Sverker

N1 - The information about affiliations in this record was updated in December 2015. The record was previously connected to the following departments: Cognitive Psychology (012010190), Innovation Engineering (011021001)

PY - 2014

Y1 - 2014

N2 - Strategic change, infused with new data, perspectives and concepts may change the inherent meaning of the central tenets in an existing strategy. It taps into the cognitive aspects of a journey where language, in verbal and written form, aids in the process of communicating, understanding and creating new meaning. Hence, it comes as no surprise that communication is argued to be an important means of forming and executing strategy, particularly if that strategy involves change. Thus far corporate communication has been the objective of extensive and predominately qualitative analysis of written content, with a focus on identifying and demonstrating strategic intent or reorientation. The objective here is to take a different route, not yet explored in the field of strategic management and change. Leaning on a previously conducted, longitudinal and qualitative case study of strategic change the aim is twofold: Firstly, to propose a method for quantitative analysis of semantic content of texts and statistically test the semantic development over time in the same case. Secondly, to evaluate and discuss the results of a quantitative semantic analysis in relation to previous and qualitative findings. By applying latent semantic analysis (LSA), we quantified the semantic content of annual reports and press releases between 2001 and 2010, derived from a case study of one company in the paper packaging industry. Using this method, we statistically analysed significant changes in semantic content across the ten-year time period studied. The results indicate interesting avenues for continued and wider use of quantitative semantic analysis in contributing to the understanding of semantic development and strategic change.

AB - Strategic change, infused with new data, perspectives and concepts may change the inherent meaning of the central tenets in an existing strategy. It taps into the cognitive aspects of a journey where language, in verbal and written form, aids in the process of communicating, understanding and creating new meaning. Hence, it comes as no surprise that communication is argued to be an important means of forming and executing strategy, particularly if that strategy involves change. Thus far corporate communication has been the objective of extensive and predominately qualitative analysis of written content, with a focus on identifying and demonstrating strategic intent or reorientation. The objective here is to take a different route, not yet explored in the field of strategic management and change. Leaning on a previously conducted, longitudinal and qualitative case study of strategic change the aim is twofold: Firstly, to propose a method for quantitative analysis of semantic content of texts and statistically test the semantic development over time in the same case. Secondly, to evaluate and discuss the results of a quantitative semantic analysis in relation to previous and qualitative findings. By applying latent semantic analysis (LSA), we quantified the semantic content of annual reports and press releases between 2001 and 2010, derived from a case study of one company in the paper packaging industry. Using this method, we statistically analysed significant changes in semantic content across the ten-year time period studied. The results indicate interesting avenues for continued and wider use of quantitative semantic analysis in contributing to the understanding of semantic development and strategic change.

KW - strategic change

KW - communication

KW - cognition

KW - latent semantic analysis

KW - paper packaging industry

M3 - Article

VL - 9

SP - 51

EP - 64

JO - International Journal of Business Science and Applied Management

JF - International Journal of Business Science and Applied Management

SN - 1753-0296

IS - 2

ER -