Incongruence between organisational identity, image and reputation: implications for corporate social responsibility

Abstract

Using a case study approach with four Canadian banks, this research explored the relationship between organisational identity, image and reputation and its implications for organisational corporate social responsibility (CSR) strategic actions. Findings suggest that congruence between identity and image leads to strategic action that will support CSR; incongruence will likely lead to hierarchical differences in organisational identity claims, multiple organisational identities, and inconsistent and unclear strategic actions that are reflected in a less robust, negative reputation. It is proposed that organisations which project an image of CSR must also integrate CSR into the identity of the organisation.