Abstract
In this essay, we discuss how collective identity shapes and constrains innovation in organizations and argue that this phenomenon deserves more attention from innovation scholars. Drawing on the existing literature, we distinguish three mechanisms through which a collective identity affects innovation – top management team cognition and emotion, organizational member resistance, and external stakeholder resistance – and illustrate these mechanisms by drawing on the example of symphony orchestras. Orchestras have faced shrinking audiences and significant declines in revenue for decades, yet their ability to innovate in response has been constrained by the very traditional collective identity of the “symphony orchestra”. We go on to argue that innovation researchers need to pay more attention to the mechanisms through which collective identity limits and shapes innovation, to investigate potential strategies that organizations can use to manage the tension between collective identity and innovation, and to better understand how collective identity can be used as a resource in innovation.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
