Abstract
En este artículo, proponemos que las organizaciones de economía social (OES) pueden mejorar su efectividad si sus líderes desarrollan una estrategia dirigida a la gestión de la identidad organizacional, es decir, si consiguen involucrarse en la creación de una identidad laboral. Tras situar esta misión en el centro de la efectividad de las OES, identificamos cuatro funciones de la identidad laboral fundamentales a la hora de mejorar el rendimiento laboral: a) la identidad como lente y brújula; b) la identidad como recurso; c) la gestión de múltiples identidades; y d) la identidad como fuente de identificación. Finalizamos con sugerencias para que los líderes de OES desarrollen prácticas, que enfatizando en las cuatro funciones de la identidad laboral descritas anteriormente, aprovechen la identidad organizacional como un valioso activo que pueda ser utilizado por todos aquellos que sitúan el beneficio colectivo por encima de cualquier otro ingreso obtenido a través de la acción organizada.
Highlights
F.G.; Dias Martins, L.M.; Lopes, A. (2020) Promoting the effectiveness of Social Economy Organisations: a proposal based on identity management
This paper proposes a framework for the management of social economy organisations (SEOs) based on organisational identity
If behaviour in favour of the organisation depends on identification, which depends, at least in part, on the characteristics that individuals recognise in the organisational identity and if the founders and managers are responsible for identity management, we advance the following proposition: Proposition 5: SEOs that are involved in identity work will be all the more effective the more this work allows to use of the attractiveness of their central, distinctive, and enduring elements as sources of member identification which, in turn, will translate into behaviours in favour of the organisation
Summary
We describe SEOs as eminently missionary and value-based entities, attributes that call for organisational identity as a decisive resource for promoting organisational effectiveness. Identity work can take passive or active forms (Oliver, 2015), and our proposal is for managers to be active in the institutionalisation of routines by which, like individuals (Watson, 2008), the organisation may seek to create a relatively coherent and distinctive notion of identity and, within socially acceptable limits, to influence the various identities that integrate it by reference to the context in which it exists. Identity functions as both a lens and a compass. By emphasizing the use of identity work as an instrument to enhance the effectiveness of SEOs, we urge leaders to take advantage of one of the fundamental attributes of these organisations, identity, which is an available asset that can be used by all those who place the collective benefit above other benefits obtainable through organised action
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