Special issue on storytelling and information systems

Abstract

This editorial serves two purposes: It provides a general introduction to storytelling from an organizational and IS perspective. It also positions the accepted papers in the ongoing research. Perhaps more than any other types of communication, stories can be used to connect people, persuade, and inform them (Damodaran, 2017; Kent, 2015). Stories make information more engaging and memorable as memories are story-based, and memory retrieval is largely episodic, composed of stories that include “incidents, experiences, outcomes, and relationships within specific contexts” (Kent, 2015; Woodside, 2010). Stories also have “sense-making capabilities” (Forman, 2013) and can be a powerful explanation tool. They help listeners understand the essence of complex concepts and ideas in meaningful and often personal ways (Suzuki, Feliú-Mójer, Hasson, Yehuda, & Zarate, 2018). Storytelling can also persuade and spur action through creating a connection between storyteller and listener, which makes information more compelling (Damodaran, 2017). Storytelling in Business. Since stories allow for stronger connections, are remembered longer, and motivate action, it comes as no surprise that organizations use storytelling for a range of communication functions (Damodaran, 2017). In a world full of (digital) distractions, many organizations recognize that storytelling may be one of the best strategies to get people to pay attention and remember (Damodaran, 2017; Signorelli, 2015). Hence, stories are a staple of branding, advertising, marketing, and public relations, as organizations compete for brand loyalty and customer identification (Kent, 2015; Woodside, 2010). But storytelling is more than that. Brown, Denning, Prusak, and Groh (2005) conclude that storytelling is transforming the 21st century organization and management. Descriptions of storytelling as a communication tool in the literature and media are overwhelmingly positive. As Suzuki et al. (2018) describe it, “Storytelling has become the business, science, and brand marketing communications nom du jour. Periodicals and journals from Forbes to Business Week to Parent to Discover and to Science are peppered with recent articles touting the value, power, and effectiveness of storytelling.” As such, storytelling has become an intentional tool in the management literature for functions including knowledge management (Lukosch, Klebl, & Buttler, 2011), organizational change and development (Denning, 2011; Suzuki et al., 2018). Nevertheless, the increasing power of storytelling also raises ethical questions. Some writers warn that there can be negative consequences to stories that are poorly conceived or delivered. In many forms of narrative, storytellers tread a fine line between creativity and authenticity. Getting this balance right is undoubtedly particularly important in business communications. If not used appropriately, storytelling as a leadership tool can have a boomerang effect. This occurs when stories used in a business setting lack authenticity or trustworthiness (Signorelli, 2015). Damodaran (2017) warns that care needs to be taken by those preparing stories within organizations. Storytelling in such settings clearly has constraints around accuracy, credibility, and corporate communications guidelines that do not affect storytellers in other environments (Damodaran, 2017). Deploying storytelling effectively requires high levels of qualification, knowledge, and skill (Morgan, Pittenger, & McIntyre, 2018). For organizations, digital technologies open new opportunities to convey stories within an organization as well as to customers and partners. As a starting point, video stories that facilitate seeing and hearing the storyteller can add weight and detail to the story; they can also help readers to visualize the environment in which the story occurred (Swap, Leonard, Shields, & Abrams, 2001). Storytelling in Information Systems Development. Narrative forms are also being deployed in traditionally technical areas, like engineering and software development (Gutiérrez & Pérez, 2016). In software development projects, DOI: 10.1111/isj.12258