Crafting corporate meaning

Abstract

This article examines how meaning comes about through the symbolic interactions of organizational members. The article also explores the power dimension of creating and sustaining corporate meaning and proposes that leaders are well‐positioned to influence shared organizational meaning (culture). Specific attention is given to symbolic devices which corporate leaders can use to both craft and sustain meaning structures. Communicative implications for leaders who desire to craft corporate meaning are provided. Suggestions for research contributing to the verification and critical examination of shared corporate meaning are put forward.