David M. Boje's page of references on storytelling organization theory at http://cbae.nmsu.edu/mgt/jpub/boje/styrefs/index.html. A list of David Boje's papers available online is at http://cbae.nmsu.edu/mgt/jpub.

Boyce, M.E. 1996. Organizational Story and Storytelling: A Critical Review. Journal of Organizational Change Management 9(5):5-26. Available at http://newton.uor.edu/FacultyFolder/MBoyce/5CRITICA.HTM.
This article reviews the several schools of thought in studies of story use in organizations, and with a large bibliography.

Wilkins, Alan L. 1984. The Creation of Company Cultures: The Role of Stories and Human Resource Systems. Human Resource Management 23(1): 41-60.
A well-written introduction to the issues important in considering the telling of stories by and within organizations. He suggests, among other things, that leaders should concern themselves less with telling stories than with generating stories by doing things that are worth telling stories about.

Boje, D.M., D.B. Fedor and K.M. Rowland. 1982. Myth Making: A Qualitative Step in OD Interventions. The Journal of Applied Behavioral Science 18(1): 17-28.
A "typology of organizational myths" which divides organizational stories into two basic categories: 1) myths about behavior (about actions and about value systems); and 2) myths about cause and effect (about prediction in the face of incomplete information and prediction in the face of complexity). The authors also make suggestions for consultants working with organizations to uncover and analyze myths and to intervene to change them.

Boje, D.M. 1995. Stories of the Storytelling Organization: A Postmodern Analysis of Disney as "Tamara-Land". Academy of Management Journal 38(4): 997-1035.
A fascinating look at the official and not-so-official stories told by and about the Disney company as a case study of storytelling in an organization.

Boje, D.M. 1991. The Storytelling Organization: A Study of Story Performance in an Office-Supply Firm. Administrative Science Quarterly 36: 106-126.
A study into the stories that arise in an office-supply company in the course of conversations and meetings. Looks at how stories arise in conversation, why stories are told, who tells stories, how much shared information is included, and other things. Suggests that studying the way people tell stories in everyday conversation, not in surveys or interviews, is the best way to get to the bottom of an organization's cultural myths.

Terkel, Studs. 1972. Working. Pantheon, New York.
Describes in people's own words what various jobs/occupations are like.

Brislin, R. W., Cushner, K., Cherrie, C., and Yong, M. 1986. Intercultural Interactions: A Practical Guide. Sage, 198Newbury Park, CA.
Excellent stories (with various "answers" about what the problem is) that illustrate potential difficulties for Americans interacting with different cultures.

Douglas, Mary. 1986. How Institutions Think. Syracuse University Press, New York.

Iser, Wolfgang. 1989. Prospecting: From Reader to Anthropology. Johns Hopkins Press.

McCorduck, Pamela and Nancy Ramsey. 1996. The Futures of Women: Scenarios for the 21st Century. Addison-Wesley, Boston.

Wilkins, Alan L. 1983. Organizational Stories as Symbols which Control the Organization. in Pondy, L. & Dandridge, T.C. (Eds.), Monographs in organizational behavior and industrial lectures. JAI Press, London.
Describes how stories are used in organizations: as symbols (to maintain social order), and as scripts (to plan behavior in unpredictable circumstances). Posits that stories represent a mechanism of third-order control (first: direct supervision; second: standard operating procedures) and lead to improved recall, belief, and commitment.

Martin, J. and M.E. Powers. 1983. Truth or Corporate Propaganda: The Value of a Good War Story. in Pondy, L. & Dandridge, T.C. (Eds.), Monographs in organizational behavior and industrial lectures. JAI Press, London.
Describes research in which the persuasiveness of stories was contrasted with that of stories plus statistics and statistics alone. Stories were always more persuasive unless they contradicted prior knowledge (in which case they were seen as exceptions or propaganda).

McWhinney, W. , & Battista, J. 1988. How remythologizing can revitalize organizations. Organizational Dynamics, August: 46-58.
Describes using the stories told within an organization or group to find hidden currents of change and/or decay, with these steps: 1. "Bringing to the surface the myths of founding (origin) on which the culture is based." 2. "Reviving the myths of founding." 3. "Recommitment to the revitalized myth." In the third stage "the tale is retold with new understanding and new interpretations born of placing it in the contemporary setting and dealing with issues of the current level of personal and/or societal maturity." An example is given of using the technique to improve race relations in the Caribbean through understanding the differeng stories of the ethnic groups involved.

Gabriel, Y. 1997. Meeting God: when organizational members come face to face with the supreme leader. Human Relations 50(4): 315-318.
Uses stories told by interns about meeting superiors to examine the dynamics of power relationships in corporations.