Storytellers and their discursive strategies in a post‐acquisition process

Abstract

Purpose The aim is to discuss how storytelling can be used in different ways to enlighten change processes occurring within and after a takeover situation. Design/methodology/approach Case study reseach based on in‐depth interviews critically examined as forms of narratives. Findings Storytelling gives the organisation the possibility to change its goals. Research limitations/implications Through storytelling analysis contradictions and limitations are provoked within the takeover process. Practical implications Storytelling is always about various stories, which one needs to read into practice. Originality/value The paper illustrates the value of aquisitions as seen through the eyes of the key players.