In this paper we refocus attention on managerial ideology. We analyze the dynamics of an ideological conflict among members of the transnational corporate elite in a large multinational corporation. Specifically, we trace the rise and fall of a counter-ideology. We identify the discursive, cognitive and social mechanisms driving ideological change and provide a model for ideological contestation inside the organization. Such multidisciplinary explanations have been missing in extant literature, which has either focused on more reductionist explanations of ideological change or on how ideological hegemony is maintained. We contribute a method to ‘excavate’ ideology – a deep sensemaking structure – from narratives. We conclude that managerial ideology is a useful, but often overlooked, concept for understanding how the ambiguity of managerial decision-making can lead to polarization and conflict.
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