Uses Kenneth Burke’s “dramatistic pentad” as an analytical framework to analyse a company event that in New Zealand became symbolic of social responsibility in action. Presents the event in which the staff of an Auckland food processing operation was flown to Western Samoa for a weekend “picnic”. Explores the act – what happened; the scene the physical, geographic and cultural milieu of the action; the agent – managing director Dick Hubbard’s individual identity and the role he played out in terms of the action; the agency – the means by which Hubbard was enabled to accomplish this action, and his role in initiating, approving and funding the staff picnic; and finally, the purpose – the intended effect of the action and a consideration of perceived outcomes. Considers the usefulness of the dramatistic pentad to other organisational contexts. Concludes that it provides a useful model to guide the analysis of diverse organisational texts.
Journal of Organizational Change Management – Emerald Publishing
Published: Jun 1, 2001
Keywords: Dramatization; Social responsibility; Employee development; Food industry