scholarly journals Building a Collective Sense of Who we are – A Chart for Anthropological Perspectives on Organizational Identity Construction

2021 ◽  
Vol 6 (1) ◽  
Author(s):  
Bing Ran
Keyword(s):  
Identity Construction ◽  
Organizational Identity ◽  
Organizational Identity Construction

scholarly journals Invoking Alphonse: The founder figure as a historical resource for organizational identity work

2018 ◽  
Vol 39 (12) ◽  
pp. 1685-1708 ◽  
Author(s):  
Joëlle Basque ◽  
Ann Langley
Keyword(s):  
Identity Construction ◽  
Organizational Identity ◽  
Identity Work ◽  
Dynamic Perspective ◽  
Identity Markers ◽  
Organizational Identity Construction

There has been growing interest in the rhetorical use of history to express organizational identity claims. Yet the evolving role of the founder figure in managerial accounts has not so far received specific attention. In this study, we examine how the founder figure is used to articulate, enact, stretch, preserve or refresh expressions of organizational identity, drawing on an 80-year magazine archive of a financial cooperative. We identify five modes of founder invocation, and show how distance from founding events leads to increasing abstraction in linkages between the founder and organizational identity claims. The paper offers a dynamic perspective on the mobilization of the founder in organizational identity construction as well as an understanding of how and why founders may remain established identity markers long after their demise.

Materiality and Identity

2016 ◽  
Author(s):  
Lee Watkiss ◽  
Mary Ann Glynn
Keyword(s):  
Identity Construction ◽  
Organizational Identity ◽  
Theoretical Framework ◽  
Future Research ◽  
Organizational Identity Construction ◽  
The Relationship

We explore the relationship between materiality and the instantiation of organizational identity, focusing on three elements of materiality—products, artifacts, and practices—and their role in shaping collective understandings of “who we are” and “what we do” as an organization. We advance a theoretical framework that posits that these three elements of materiality operate via three mechanisms that function in categorization, symbolization, and repertoires for performance, respectively, to affect organizational identity construction. Using illustrations from Apple, Inc., we put forward ideas that forge these links and propose an agenda for future research into the role of materiality in instantiating organizational identity.

Organizational Identity Construction as a Control Mechanism

2019 ◽  
Vol 2019 (1) ◽  
pp. 16784
Author(s):  
Teppo Sintonen ◽  
Pasi Sajasalo ◽  
Tommi Auvinen ◽  
Marko Jarvenpaa ◽  
Tuomo Takala
Keyword(s):  
Identity Construction ◽  
Organizational Identity ◽  
Control Mechanism ◽  
Organizational Identity Construction

scholarly journals How to Expand and Fill the Self in Organizations: The Role of Interpersonal Processes in the Employee Organizational Identity Construction

2021 ◽  
Vol 12 ◽  
Author(s):  
Junping Sun ◽  
Yu Song ◽  
Guangtao Yu
Keyword(s):  
Identity Construction ◽  
Social Identity Theory ◽  
Organizational Identity ◽  
Social Comparisons ◽  
Relationship Building ◽  
Interpersonal Processes ◽  
Wave Research ◽  
Organizational Identity Construction ◽  
Positive Effect

In the era of Volatility, Uncertainty, Complexity, and Ambiguity (VUCA), the fluidity of organizations and the variability of individual work gradually replace the traditional stability and continuity. The question of how to connect employees and organizations has long intrigued researchers and practitioners. Employee organizational identity is the stable force that binds employees to organizations. Drawing on social identity theory, we argue the role of interpersonal processes in the employee organizational identity construction. We suggest that an employee’s relationship-building behaviors can promote employee organizational identity through the connected self. The indirect effect is stronger for employees who make more social comparisons because they are more sensitive to social influence. We collected data through questionnaires of 333 employees using a two-wave research design in China. The results indicate that an employee’s relationship-building behaviors enhance employee organizational identity. The connected self fully mediates the positive relationship between relationship-building and employee organizational identity. The outcomes also show that the positive effect of relationship-building toward connected self is intensified, when an employee engages in more social comparisons. The findings imply that interpersonal processes play an important role in the employee organizational identity construction. Then, the theoretical and practical implications are discussed.

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