Abstract
Inter-organizational collaboration can be understood as a product of sets of conversations that draw on existing discourses. This article examines one public organization going through a fundamental organizational change. We describe the process of construction of organizational identity after a merger by using a model describing identified forms of interaction: (a) formally together, (b) unidirectional interaction, (c) juxtapositions, (d) construction of commonality, and (e) the state of joint action. There is a link between the construction of a more collectively interpreted identity and the way in which people communicate, create relationships, and network. This article highlights the relevance and meaning of conscious identity work in the process: The management’s ability and willingness to create forums for dialogue and social interaction creates potential for construction of a collectively interpreted organizational identity and promotes cooperation and collaboration.
Highlights
The role of social interaction and dialogue is highlighted in our modern-day information, service, and expertiseoriented society
We examine how a state of common understanding evolves via reciprocal dialogue in one public sector organization that went through a merger 1 year prior to this study
The methodological and epistemological choices are premised on social constructionism, which emphasizes the idea that the social world is a subjective construction created by individuals who, through the use of language and interactions, are able to create and sustain a social world of shared meaning (Harré & Van Langenhove, 1998; Shotter, 1993)
Summary
The role of social interaction and dialogue is highlighted in our modern-day information-, service-, and expertiseoriented society. We examine how a state of common understanding evolves via reciprocal dialogue in one public sector organization that went through a merger 1 year prior to this study. The organization operates under the Ministry of Economy and the Employment and consists of three, previously separate, governmental offices with different areas of expertise (employment and economy, transport, and environment). The head of the organization arranged a development project where the personnel and management could share their views and discuss the current situation. This process provided an opportunity for members of the organization and researchers to reflect on the merger of the organization together. It meant that they exposed themselves to critique from the workers
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