Abstract
We investigate how incumbents adapt to a major technological change through an inductive study of three large and established firms. Our core contribution is a framework of how proactive incumbents turn their established identities into means of adapting to the technological change, here the digital revolution, through reflecting on and flexing, pluralizing, leveraging, and adapting organizational identity. We conceptualize meta-identity and sub-identity bricolage to explain organizational identity work while coping with the digital revolution proactively. We also distinguish between additive and transformative meta-identities, based on their effect on how adaptation projects are structured. Moreover, we find that managers across hierarchical levels complement each other’s adaptation efforts; top managers promote meta-identity, and intrapreneurs construct sub-identity bricolage. Such identity works help managers avoid potential tensions between identity and innovation. We develop a multilevel identity-informed theoretical model of the firm’s adaptation to major technological change. We discuss our findings and identify avenues for future research.
Published Version
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.