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Double-Bind Accountability Dilemmas: Impression Management and Accountability Strategies Used by Senior Banking Executives

Stapleton, Karyn and Hargie, Owen (2011) Double-Bind Accountability Dilemmas: Impression Management and Accountability Strategies Used by Senior Banking Executives. Journal of Language and Social Psychology, 30 (3). pp. 266-289. [Journal article]

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DOI: 10.1177/0261927X11407165

Abstract

This article considers issues of impression management and accountability in the context of the U.K. Banking Crisis Inquiry, which took place in February 2009. In this setting, the bankers’ public image was under serious threat and successful impression management depended on their ability to avoid being held responsible for the crisis. However, in attempting to mitigate or deny their own accountability, they generated a further set of a set of conflicting impression management tasks—specifically, a tension between moral or ethical integrity on the one hand and professional credibility on the other. This produced a quandary, which the authors have termed a double-bind accountability dilemma. The authors’ analysis examines instances of this double-bind accountability dilemma as it emerged in the bankers’ evidence and the strategies by which it was negotiated and managed.

Item Type:Journal article
Faculties and Schools:Faculty of Social Sciences > School of Communication
Faculty of Social Sciences
Research Institutes and Groups:Institute for Research in Social Sciences > Communication
Institute for Research in Social Sciences
ID Code:19731
Deposited By: Dr Karyn Stapleton
Deposited On:23 Aug 2011 08:17
Last Modified:26 Oct 2012 14:04

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