Concept Of Organizational Identity Research Articles

Örgütsel Kimliğe Eleştirel Bir Bakış: Örgütlenme Sürecine İlişkin Anlayışımızı Nasıl Etkiler?

The concept of organizational identity has recently attracted attention and been intensively researched within the literature on organizational studies. The concept of organizational identity has been developed and enriched by studies conducted in the light of different philosophical paradigms. Thus, it has come to an important position supporting the corporate strategies of organizations. In other words, it has the potential to affect not only the external stakeholders of the organization but also its internal stakeholders by giving certain messages to their attitudes and behaviors about the organization, especially in a normative way. For this reason, institutions focus on identity in order to manage how they are positioned and perceived within the macro organizational field in which they compete and interact. A strong and clear organizational identity will attract the attention of all stakeholders and have a positive impact on them. Employees, customers, and strategic partners will demand to work with an organization that has a strong identity, and in this way they will be able to strengthen and develop their individual or corporate identity. The current study examines the concept of organizational identity from a critical perspective and offers a conceptual framework on how it affects our perceptions of organizational processes.

Since Albert and Whetten: the dissemination of Albert and Whetten’s conceptualization of organizational identity

Since the seminal work of Albert and Whetten, the organizational identity concept has become ubiquitous and highly relevant in various fields. This study systematically reviews how Albert and Whetten’s concept of organizational identity has been disseminated in different research areas. It employs quantitative (topic modeling) and qualitative text analysis, as well as a network analysis to examine a sample of 1,041 papers published between 1985 and mid-2022 that cite Albert and Whetten’s seminal work. Using this method of systematic literature analysis, the current study investigates the criteria of the basic definition and hypotheses mentioned in their work that contribute to its increasing significance, and those with the potential to become substantial aspects of future organizational identity research. Accordingly, Albert and Whetten’s conceptualization of organizational identity is often partially adopted in the literature. Thus, this study contributes to organizational identity research by unveiling further research questions on the evolving character of organizational identity, research methodology, and quantitative operationalization, on the basis of Albert and Whetten’s organizational identity conceptualization.

UE Organizational Identity. From the Motto Veritate Concordia to Neo-bureaucratic Management

Abstract Objective: The concept of organizational identity appears mainly in the context of a symbolic-interpretive view of an organization’s functioning in its many dimensions. This article aims to analyze to what extent previous knowledge about the existence of an EU organizational identity is a distinct category in the context of neo-bureaucratic management. It seems particularly interesting to draw attention to the identity context in organizations operating under intercultural management conditions. Their character and disposition may be more complex than in the case of homogeneous organizations. For this reason, the European Union is asking itself questions about its identity in the context of cultural unification and policy issues, and management solutions related to the institution’s functioning at many levels. Therefore, it seems interesting to draw attention to these issues in light of the different contexts of influence. One is the neo-bureaucratic view of the EU institutions’ governance dimensions, which should be regarded as complex organizational identities. They are subject to the modern influence of management visions and benefit from intercultural management processes’ achievements. The EU’s supranational structure, influenced by bureaucratic organizational arrangements, speaking the language of diplomacy, and setting policy for the Member States, constitute a unique organizational identity globally, which is worth verifying through the prism of neo-bureaucratic influences and cultural conditions of European identity. Methodology: The article is based on a critical analysis of literature dealing with the sense of European Union organizational identity. Provided a theoretical background on orgzniataional identity in neo-bureaucratic management on a European level. Findings: In its institutional dimension, the European Union faces the dilemma regarding its own identity due to diplomatic disputes over cultivating indigenous cultures and diversity. It is, therefore, a rare phenomenon on the world stage of supranational institutions. Its procedural nature and purpose are also important to harmonize the Member States’ various policies. It is already possible to outline its unique organizational identity. However, it cannot be transferred to territorial and social land, as Europe cannot be a hybrid of cultures or unify its perspective in the face of historical pasts and ethnic representations. Value Added: Critical discourse on the theory of bureaucratic management and organizational identity. Presentation of the role of European Union identity in management process and giving the organization common values that solidify its form. Recommendations: Neo-bureaucratic management is an interesting phenomena to explore in cross-cultural discourses. There are several directions for analysis: forms of modern bureaucracy based on practices drawn from the experience of corporations; abuse of the power of supranational organisations; network management in international organizations.

Strategic Responses of SMEs to Crisis Environment: The Role of Organizational Identity

Global socio-economic shocks, such as the COVID-19 pandemic, create a stiff environment that endangers the existence of SMEs. In this study, the concept of organizational identity is used as a possible explanatory factor of the strategic choice made by SMEs to respond to crisis. We employ a longitudinal multiple case study design to extract rich data from interviews conducted during twenty-month period with nine Russian SMEs in order to identify whether varying types of organizational identity serve as facilitators or deterrents of organizational adaptation. Our qualitative findings suggest that: a) firms with utilitarian organizational identity choose proactive strategic responses; b) companies with normative organizational identity implement reactive strategic responses; c) enterprises with dual organizational identity adopt a sequential approach to strategic responses. Furthermore, the underlying mechanism behind these relationships anchors in the different types of intellectual capital.

Spillover Effect of Annual General Meeting on Dividend Payout in Family Businesses

The recent family business literature considers the heterogeneity of ownership and categorize them into lone founder owners and family owners. The distinct social behavior of both type of owners lead to different dividend payout decisions. This study provides novel evidence by examining the effect of lone founders and family owners on dividend payout decisions, and spill over effect of annual general meeting on this relationship. We employed 4567 firm year observations of the non-financial firms listed on Pakistan Stock exchange over the period 2006-2021 and used multivariate regression analysis to test the hypotheses. For robustness check, we employed generalized method of moments estimation and two stage least squares regression and confirmed the earlier obtained results. Our findings indicate that firms under lone founders’ ownership prefer long term growth strategies and therefore pay lower dividends whereas the family owners distribute higher dividend to increase family’s wealth. Moreover, we found that family owners schedule annual general meeting promptly as compared to the lone founders to distribute the dividend at the earliest. Overall, our results support the concept of organizational identity in lone founder ownership and family identity in family ownership.

Pembentukan Identitas Organisasi Sebagai Penguatan Ketahanan Sosial: Studi Kasus RS PKU Muhammadiyah Yogyakarta

This study examines and describes the process of establishing organizational identity as a means of enhancing social resilience; in this case the application of Al-Ma'un values as the organization's unique identity. This study concentrated on the Hospital Umamt Muhammadiyah in Yogyakarta (PKU). This research contributes theoretically to the development of organizational theory by focusing on the religiosity of organizational identity as a relatively new object of study in social sciences, particularly organizational social resilience.This study uses a qualitative case study method to obtain data, information, and knowledge related to members' awareness of Al-Ma'un, which was the source of inspiration for the birth of this hospital in 1923. Informants consisted of employees, with primary data collection through in-depth interviews.The findings indicated that Al-Ma'un members' identification with their values had been internalized into a nested identity that evolved into the organizational identity of PKU Muhammadiyah Hospital Yogyakarta. Theoretically, this study discovered a robust and enduring distinctive value for the three CED criteria (central, enduring, distinctive) in the concept of organizational identity, thereby supporting the value of social resilience. Al-Ma'un is what distinguishes PKU Muhammadiyah Hospital from other hospitals. However, the fact indicates that there is still some misalignment of values, as several health workers at PKU Muhammadiyah Hospital continue to exhibit inconsistent Islamic behavior.

ИЗУЧЕНИЕ ВЗАИМОСВЯЗИ МЕЖДУ НОРМАТИВНОЙ ИДЕНТИЧНОСТЬЮ И СТРАТЕГИЧЕСКИМИ РЕЗУЛЬТАТАМИ

This study aims to extend the concept of organizational identity, the soul of organizational culture, and its five characterizing attributes, namely, purpose, philosophy, priorities, processes, and projections, to the regulatory space. It has been done through a thematic review of previous articles. Although a few academic articles in the public policy arena have dealt with one or two of these attributes, there is a lack of a holistic evaluation of the regulatory framework covering all these five attributes of regulatory identity. After building an understanding of how these elements have evolved in public policy and regulation domains, we have hypothesized that processes and projections of the regulatory framework need to be aligned with the core regulatory identity (constituted by purpose, philosophy, and priorities) for achieving strategic outcomes. On the other hand, a change in the long-term strategy should trigger a reassessment of organizational priorities followed by the realignment of the core regulatory culture to guide decision-making and organizational actions. Finally, since the regulatory processes or practices, both internal and external, are the actions that keep the regulatory identity alive, therefore, they should be aligned with the core identity and culture of the regulatory framework.

Opportunity identification and identity creation in non-profit organizations

PurposeThis study aims to deepen the authors’ understanding of how identity influences opportunity perception in non-profit organizations. The authors expand to the discussion about opportunity perception by including the concepts of organizational identity, collective entrepreneurial cognition, co-creation and storytelling.Design/methodology/approachThe study reports on a qualitative analysis of interviews, observations, reflections and other material produced during a European Union-financed project called FöreningsKICK. All in all, 35 workshops and lectures on how to develop associations have been held for 345 participants, representing 120 associations.FindingsA collective identity is important because it influences how opportunities are perceived. A weak team spirit and a weak identity may even lead to situations where member choose to ignore good opportunities because they feel that pursuing the ideas would result in too much work for them personally. Contrariwise, a strong collective identity fosters an atmosphere of trust, which makes the members more willing to recognize and pursue opportunities.Research limitations/implicationsThis is a case study in a limited geographical area. To ensure generalizability, more research is needed.Practical implicationsThe authors’ model provides a good opportunity to point out strategic and communicational shortcomings in organizations. When these are resolved, the result is a stronger organizational identity and new opportunities.Originality/valueThis study bridges a research gap by shifting focus of the entrepreneurial cognition research from an individual perspective to a collective perspective.

‘We are this hybrid’: Members’ search for organizational identity in an institutionalized public–private partnership

There has been significant scholarly interest in organizational hybridity, the combination of multiple institutional logics in one entity. However, the extant research has mainly studied the implications for organizations and individuals, neglecting the challenges for organizational members as a collective. To mitigate, this article examines how members of a British institutionalized public–private partnership grapple with the question of what their organization may be, highlighting the confusion they are experiencing and their attempts to overcome it. Drawing on the concept of organizational identity (theorized as the outcome of collective sensemaking), the analysis identifies two mechanisms that recursively connect the organization and its members. Relational positioning draws on possible configurations of institutional logics and associated identity resources while discursive framing captures members’ hopes and expectations. The main contribution of this article is a better understanding of collective sensemaking in hybrid organizations in the light of institutional complexity.

Knowledge Sharing Challenges during Post-Merger Integration: The Role of Boundary Spanners and of Organizational Identity

<p>When organizations merge, information systems (IS) need to be integrated to span the demarcations between the previously independent entities, be to bridge the pre-merger ISs or as new, single IS. Although research stresses the important role played by ISs in support of the combined organizations, there is a paucity of studies on the process of IS integration. Grounded in the practice perspective of knowledge and on the concept of organizational identity, we first propose a conceptual framework that conjectures about effective knowledge sharing processes, boundary objects and the role that boundary spanners are expected to play if they are to be effective. Then, we assess the relational dynamics suggested by our framework in four existing case studies from the academic literature that present rich post-merger IS integration data.</p>

Supporting the cause – a case study on social entrepreneurial identity at the Rosenlund heritage site

Purpose – The purpose of this paper is to study how a social venture perceives and constructs its identity. This study highlights the importance of a common cause and collective entrepreneurial identity when studying entrepreneurial cognition in a social entrepreneurship context. The study also introduces the concept of identity layers. These aspects have not been emphasized in previous research and, therefore, there is a lack of knowledge in this specific area. The research question that this paper sets out to explore is “What influences the identity perception of a social venture and how does the identity construction process affect organizational behavior?”. Design/methodology/approach – The paper starts by presenting references to previous research in social entrepreneurship, entrepreneurial cognition and organizational identity, thereby building a theoretical context for the case study. The case chosen is the cultural heritage site Rosenlund located in Pietarsaari, Finland. The study is based on qualitative data. Previous research on entrepreneurial identity has often been based on narrative analysis and discourse analysis (Jones et al., 2008; Down and Warren, 2006). To get a different point of view, this analysis concentrates more on behavior and outcomes, but in combination with narratives. The data analysis starts out by mirroring Rosenlund in the categorization of Zahra et al. (2009) and then moves on to taking a closer look at the organizational identity and how it is constructed. Findings – The results from the case study show that the identity perception and the identity construction process are strongly affected by the mission (i.e. the cause) of the organization. Due to limited resources, the organization needs to be flexible, but the organization is under no circumstances ready to compromise its values. To avoid this potential dilemma, the organization has created an identity consisting of many layers, where the outer layer is thinner and more inclusive, thus providing the flexibility needed. This way of constructing identity clearly impacts the way the organization works. Research limitations/implications – The results indicate that Rosenlund identity-wise perceives itself mainly as a collective actor. The entrepreneurial actions undertaken cannot be assigned to one single actor, but instead to a group of people. This does not rhyme very well with existing entrepreneurial cognition research where the focus is on the person, i.e. individual actor. To get a better understanding of social entrepreneurship, “collective entrepreneurial cognition” therefore needs to be studied. The organization studied turned out to be a social constructionist. It remains for future research to investigate if the same layers of identity can be seen in social bricoleurs and social engineers. Practical implications – The results indicate the importance of identifying and communicating mission and values, i.e. defining core identity. Strategic decisions become easier when the organization has clearly defined its cause and its values, because then the organization will know when to compromise and when to say no in order not to jeopardize the cause. In the long run, this will have a positive effect on the organizational development. Originality/value – One important finding is the existence of different layers in the organizational identity. This aspect has not been addressed before and can certainly deepen our understanding of social entrepreneurial ventures. Moreover, the findings show that by introducing the concepts of organizational identity and identity building, the focus of the entrepreneurial cognition debate shifts from an individual perspective to a collective perspective. This aspect has not previously been explored in entrepreneurial cognition research.

Organizational identity challenges in a post-merger context: A case study of an information system implementation project

This study examines the effects of the differences in organizational identities that emerged during a post-merger project that aimed at unifying the laboratory services of a large healthcare center that resulted from the merging of three hospitals by supporting them with a unique information system. We draw on the concepts of organizational identity and sensemaking to analyze the laboratory information system implementation project. Organizational identity is conceptualized as the mental representation that organizational members have of themselves as a social group in terms of practices, norms, and values and how they understand themselves to be different from members of other organizations. Data analysis suggests that divergent organizational identities and team members’ alternative interpretations of others’ practices, norms and organizational symbols, coexist during the post-merger integration phase. These interpretations are reflected in the final functionality of the information system that was different from the planned one.

Operationalizing and Measuring Organizational Identity: A Comprehensive Review of Past Research

Although the concept of organizational identity has gained wide currency in the organizational studies literature, and in recent years many conceptual issues and concerns have been addressed and re...

How Do We Understand Organizational Identity Effect?

Abstract: Organizational identity is a set of characteristics that reflect an organization's distinctiveness. The solution to the issues of organizational identity requires an individual and specific comprehension. Therefore, cross-sectional quantitative research for a pre-established category established by the researcher was difficult to perform. As a result, until now, the mainstream organizational identity studies have been qualitative rather than quantitative. However, while one aspect of organizational identity studies is to solve the question of organizational identity itself, another aspect is to solve the question of its impact on the organization. Qualitative methods may be appropriate to solve the question of organizational identity itself, but quantitative methods are better suited to solve the question regarding its organizational impact. In other words, it is possible to utilize qualitative methods to comprehend an organization's identity while using quantitative methods, for example, to measure the organizational identification of its members and conflicts that arise from the differences in directivity among its members. Research utilizing quantitative methods of this type may increase in the future.Keywords: organizational identity, research methods1. IntroductionThis paper will suggest some possibilities regarding future empirical studies on organizational identity. According to Albert and Whetten (1985, p. 265), organizational identity refers to organizational characteristics that are: i) central, ii) distinctive, and in) enduring. Albert and Whetten (1985) introduced this concept, and Dutton and Dukerich (1991) initiated empirical studies. Since then, a number of studies1 have followed.In recent years, research to further the understanding of the concept of organizational identity and its impact on the organization has progressed. At the same time, discussions have emerged regarding how to comprehend organizational identity empirically.22. A Review of Research Method in Organizational Identity StudiesThe following is a review of discussions to date regarding methodologies employed in organizational identity research. Ravasi and van Rekom (2003) have identified the following characteristics regarding the methods employed in organizational identity studies: First, organizational identities are concerned either with claims made by a member(s) of an organization or with a narrative about the organization. Therefore, data used for empirical studies tend to rely on information collected from insiders with intimate knowledge of the organization in question. Archival material also provides a source of information for empirical studies. The collected data are often used for developing a descriptive argument rather than for measurement purposes. Thus, the study is qualitative in nature.The above can be confirmed in research concerning the methodologies employed in organizational identity studies by van Rekom and van Riel (2000), Oliver and Roos (2007), and Ravasi and Canato (2013).Van Rekom and van Riel (2000) examined 13 studies and found that two of them were survey-type, eight research-based on an open-ended questionnaire, and three a combination of the two.Of the 22 empirical studies examined by Oliver and Roos (2007), three represented quantitative methods alone using a large sample survey, two represented a combination of both qualitative and quantitative methods, and the remainder were qualitative in nature using such means as interviews, archival material, and data based on participant observations.Ravasi and Canato (2013) reviewed the methodologies employed in empirical studies on the subject of organizational identities that appeared in top-tier management journals between 1985 and 2011.3 They examined 33 empirical studies and classified them into five research methods, i.e., survey, extended metaphor, grounded theory, ethnography, and narrative analysis. …

Organizational Identity Change: Review and Reflection on Three Decades of Research

Does (or how does) identity endure or change? The temporal aspect of identity—one of the three defining features of the concept of organizational identity—is perhaps the most discussed and debated aspect of the growing stream of literature on organizational identity. Although offering rich and diverse perspectives, these studies remain fragmented. With a view to organizing them, we review over three decades of research—spanning organizational identity, organizational change and institutional perspectives—that evokes and engages (theoretically and/or empirically) with the dynamic and temporal element of organizational identity. We also anticipate and propose future directions for theory and research in this area.

Corporate Culture Versus Organizational Identity: Implications for Media Management

The concept of organizational identity differs from that of corporate culture in that the perception of the organization by external actors takes on central importance. While the mass media define themselves through external actors—in this case their audience—research on media management has not, paradoxically, recognized the utility of the concept of organizational identity. Our present research aims to enter this unexplored territory of investigation by examining the structuring and conservation of the organizational identity of a pan-Arabic television channel dedicated to children. This study investigates the role of management in the media by showing the factors of identity that contribute to the reputation of a media organization as well as the role played by the facets of identity in establishing the editorial line. It concludes with the interdependence of the editorial promise and the organization’s reputation in satisfying an audience.

Cricket obsession in India: through the lens of identity theory

Over time, the game of cricket in India has become more than a game, morphing into a symbol of national identity. This article attempts to examine India's obsession with the game of cricket, using identity theory as a lens to understand the multilayered relationship between cricket and the Indian identity. Using social identity theory, and the concept of organizational identity and identification, it is argued that, in the absence of an overarching identity that can connect the various faces of India, cricket serves as a symbolic unifying entity in a nation replete with multiple and conflicting identities.

Know Thyself: Examining Factors That Influence the Activation of Organizational Identity Concepts in Top Managers’ Minds

This article addresses how top managers activate their organizational identity concepts during strategic decision making. It integrates the social cognition and strategic management literature by employing the accessibility principle in strategic management processes. Data were gathered through interviews and case scenario—based questionnaires from top managers in four Indonesian pharmaceutical companies. Analysis suggests that cognitive associations that are achieved through decision integration, desired future image, and information sharing are keys in making identity dimensions accessible, thus enabling the activation of organizational identity concepts in these top managers’ minds. Results also indicate an association between perception of control and top managers’ ability to activate concepts of organizational identity. The article discusses the theoretical and practical implications of findings.

Legacy Identities: A Tale of Repression and Redemption

The concept of organizational identity became a subject of interest within the academic milieu in the mid‐1980s. In this paper, we propose the construct of legacy identities, those persistent identities that, first, endure over time at different levels of expression and, second, are comprised of resilient ideals from the past that represent the perceived persistent character of what the organization used to be. This construct is derived from a case study that portrays the radical transformation of a former state‐owned Brazilian company that became a subsidiary of a North American firm and survived the crisis that originated from its parent company’s debacle. Building on data from the case study, we develop a framework that shows the salience of different identities through time in the company and seek to explain the dynamics underlying these changes.

The Paradox of the Organizational Identity Field

While the concept of organizational identity is regarded as a sanctuary for all the different voices and perceptions of an organization, the field itself seems to consist of deeply ingrained and dominant preferences for what constitutes meaningful organizational identity research. In this paper, I question two of these characteristics of the field: the lack of quantitative studies and the sole focus on the more socially constructed perceived organizational identity. I argue that a more open approach to organizational identity research is crucial, since it is only by straying off the main research paths that we will discover unexplored areas and develop new perspectives on organizational identity.