Exploring empirical studies and cases of organizational identity, this key book gives scholars, students and managers valuable ideas on how to deal with organizational identity challenges within firms.
The topic of organizational identity has been fast growing in management and organization studies in the last 20 years. Identity studies focus on how organizations define themselves and what they stand for in relation to both internal and external stakeholders. Organizational identity (OI) scholars study both how such self-definitions emerge and develop, as well as their implications for OI, leadership and change, among others. We believe there are at least four inter-related reasons for the growing importance of OI. OI addresses essential questions of social existence by asking: Who are we and who are we becoming as a collective? It is a relational construct connecting concepts and ideas that are often viewed as oppositional, such as "us" and "them" or "similar" and "differen." OI is also nexus concept serving to gather multiple central constructs, also represented in this Handbook. Finally, OI is inherently useful, as knowing who you are is the foundation for being able to state what you stand for and what you are promising to others, no matter their relation with the organization. The Handbook provides a road-map to the OI field organized in over 25 chapters across seven sections. Each chapter not only offers a broad overview of its particular topic, each also advances new knowledge and discusses the future of research in its area of focus.
Organizational Identity in Practice provides much-needed, in-depth studies on what happens when aspirations, claims and beliefs interact. Given the practical needs of managers and students, this exciting new text provides readers with more insight into what differences in these identity aspirations, claims and beliefs really mean and what we may expect to occur when these differences become visible and what the outcomes of these processes are likely to be. The diverse case studies illustrate how well-known firms have dealt with the broad issues of "who we are as an organization" and "what makes us similar or distinct from others" and cover a broad range of industries, firms, and organizational forms. The cases from companies such as Air France, AT&T, Bang & Olufsen, BP, Statoil, Starbucks, Scania and Alfa Romeo are focused on the broad topics of organizational identity, strategy and the environment, multiple and conflicting identities, the construction of identities, and how organizations express and project their identities. The authors give scholars, students and managers valuable ideas on how to deal with organizational identity challenges within firms.
Social identity research is very much on the ascendancy, particularly in the field of organizational psychology. Reflecting this fact, this volume contains chapters from researchers at the cutting edge of these developments.
Public relations has been swift to grasp social media, yet its impact on public relations practice remains relatively unexplored. This book focusses on a way of understanding organizational identity construction in a virtual context, developing scholarship on the importance of a virtual presence in PR management, and further, to make sense of these identities as authentic, legitimate or plausible. Through a diverse group of empirical case studies, this book explores the global perspective on organizational identities which transcend global boundaries via the internet including Volkswagen’s emissions scandal and Monsanto and organized social media protests. It also explores crowdfunding – an emerging form of capitalist development constructed through sensemaking in social media. By looking at the emergence of organization in today’s social media environment, it identifies how the interactive is created on a digitally mediated platform, sharing knowledge and engaging individuals in organizational identity construction. Viewing the social construction of organizational identities through this lens, this innovative book locates how identities are plausible, authentic and legitimate - or not – through their ongoing communication via social media. It will be of great interest to academics teaching and researching in public relations, organisational communication and social media.
The second volume in the Perspectives on Process Organization Studies series focuses on the notion of identity, in particular how individual and organizational identities evolve and come to be constructed through on-going activities and interactions.
This edited book is devoted to an issue of increasing importance in management theory and practice-organizational identity. The concept of organizational identity has received attention in many disciplines such as strategic management, marketing, communication and public relations and organization theory. In practice a number of consultancy firms h
How do people identify with organizations? What role does organizational identity play in organizational strategy? Identity in Organizations investigates the fundamental character of organizational identity and individual identification with an organization. Through the use of an unconventional, conversational format the reader is drawn into a provocative discussion among key organizational scholars that focuses on three different paradigmatic views of identity: a functionalist perspective, an interpretive perspective, and a postmodern perspective. Similarities and distinctions among these ways of understanding are explored and numerous theoretical and practical insights are gained. This groundbreaking book concludes with a discussion of the relevance of identity as a construct in organizational study and observations on conversation and theory building. Many well-known scholars participate in the conversation, including Jay Barney, Denny Gioia, Mary Jo Hatch, Stuart Albert, Anne Huff, Judi McLean Parks, and Rod Kramer. Identity in Organizations will be of interest to professionals and students of organizational studies, human resource management, industrial psychology, sociology of work, psychology, and organizational communication.
Ranging from theoretical contributions to empirical studies, the readings in this volume address key issues of organizational identity, e.g. multiple identities and change in identity. These issues are addressed by writers working in diverse fields of study.
This book presents a theory of learning that starts with the assumption that engagement in social practice is the fundamental process by which we get to know what we know and by which we become who we are. The primary unit of analysis of this process is neither the individual nor social institutions, but the informal 'communities of practice' that people form as they pursue shared enterprises over time. To give a social account of learning, the theory explores in a systematic way the intersection of issues of community, social practice, meaning, and identity. The result is a broad framework for thinking about learning as a process of social participation. This ambitious but thoroughly accessible framework has relevance for the practitioner as well as the theoretician, presented with all the breadth, depth, and rigor necessary to address such a complex and yet profoundly human topic.