Identity Tensions During an NGO Name Change: How Managers Experience an International Organization’s Rebranding Effort

Abstract

ABSTRACTThis study examined emergent identity tensions among managers of a non-governmental organization (NGO) during a major rebranding initiative. With respect to organizational identification, NGO managers expressed pride in their organization, frustration regarding public ignorance about their organization, and broader connection with NGO identity. Resulting identity tensions of certainty/uncertainty, transparency/opacity, and participation/restriction highlight that NGO managers identify more closely with their organization when it adheres to mission objectives and encourages stakeholder inclusivity, and less closely when their organization loses identity in the renaming process, or when there is less perceived transparency and inclusion. Findings suggest that NGO managers and organizational researchers may benefit from further investigation into renaming campaigns in light of NGO mission, as well as the resulting stakeholder identity implications.