Abstract
This study deepens understanding of how identity custodians strategically managed the legacy organizational identity through a single-case ethnographic approach of a Japanese multi-centenary firm. The legacy organizational identity was strategically managed by the seniority system ‘incrementally opening access to the legacy organizational identity’ through the mechanisms of ‘sanctifying’, ‘restricting’ and ‘establishing’ the access to it. For organizations to successfully manage the fluid and “problematic” past, not all organizational members should be identity custodians, only selected actors should engage in restricted sensemaking of the legacy organizational identity, and this knowledge should be shared incrementally in the organization.
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