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Tamara: Journal for Critical Organization Inquiry

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Year 2004 
Volume 3 
Issue 2

Theatrical Fagades and Agents in a Synthesized Analysis From Enron Theatre; Implications to Transaction Cost and Agency Theories

David Boje
New Mexico State University

Terry Adler
New Mexico State University

Janice Black
New Mexico State University

2004 3 (2) Tamara: Journal for Critical Organization Inquiry

Abstract

The Enron collapse highlights the need to study how corporations implement strategy. How was Enron so successful in this age of free information? Our thesis is that Enron dramaturgically implemented strategy through associative delusion. Enron used theatre in three ways we term "Metatheatrical": (1) as a technology to persuade, or associate, (2) a fagade to deceive, or delude, and (3) a metaphor in the important sense of Shakespeare's Life is Theatre. Their use of theatrical tools has implications for agency and transaction cost theories in how organizations can reduce transaction and production costs. Our synthesis contributes to the understanding of organizational boundaries through the development of winning scripts.

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APA style

Theatrical Fagades and Agents in a Synthesized Analysis From Enron Theatre; Implications to Transaction Cost and Agency Theories. (2004). Theatrical Fagades and Agents in a Synthesized Analysis From Enron Theatre; Implications to Transaction Cost and Agency Theories. Tamara: Journal For Critical Organization Inquiry, 3(2), 39-56. (Original work published 2004)

MLA style

“Theatrical Fagades And Agents In A Synthesized Analysis From Enron Theatre; Implications To Transaction Cost And Agency Theories”. 2004. Tamara: Journal For Critical Organization Inquiry, vol. 3, no. 2, 2004, pp. 39-56.

Chicago style

“Theatrical Fagades And Agents In A Synthesized Analysis From Enron Theatre; Implications To Transaction Cost And Agency Theories”. Tamara: Journal For Critical Organization Inquiry, Tamara: Journal for Critical Organization Inquiry, 3, no. 2 (2004): 39-56.