Abstract
This paper on organization theater - theatrical performances in organizational contexts - looks at those who provide theater of this kind. Particular attention is paid to the theories of action and the practices of organization theater companies (OTes), with a view to exploring the functions of organization theater in greater depth. As an analytical frame for theories of action the concepts of espoused theories and theories-in-use are introduced. Possible dilemmas regarding consistency, congruence, effectiveness, value and testability stemming from the theories of action are briefly discussed. Organization theater is then presented in terms of a typology and various identified effects. Against this background a case study of an OTe is offered in order to throw more light on the theories of action and the practices concerned. Results indicate a divergence between the espoused theories and the theories-in-use. While the espoused theories imply a strong focus on human self-development and liberation, the theories-in-use point more towards direct influence on the part of the management of the customer organizations.