Business Internationalization and Co-evolution of Organizational Identities

2021 ◽  
Vol 2021 (1) ◽  
pp. 14041
Author(s):  
Yuki Nakajima ◽  
Motohiro Nakauchi
Keyword(s):  
Organizational Identities

scholarly journals Auditors’ professional and organizational identities and commercialization in audit firms

2018 ◽  
Vol 31 (2) ◽  
pp. 374-399 ◽  
Author(s):  
Pernilla Broberg ◽  
Timurs Umans ◽  
Peter Skog ◽  
Emily Theodorsson
Keyword(s):  
Professional Identity ◽  
Customer Orientation ◽  
Linear Regression Analysis ◽  
Positive Association ◽  
Process Orientation ◽  
Content Type ◽  
Organizational Identities ◽  
Big 4 ◽  
Audit Firms ◽  
New Instrument

Purpose The purpose of this paper is to explain how auditors’ professional and organizational identities are associated with commercialization in audit firms. Unlike previous studies exploring the consequences of commercialization in the firms, the study directs its attention toward the potential driver of commercialization, which the authors argue to be the identities of the auditors. Design/methodology/approach The paper is based on 374 responses to a survey distributed to 3,588 members of FAR, the professional association of accountants, auditors and advisors in Sweden. The study used established measures of organizational and professional identity and introduced market, customer and firm process orientation as aspects of commercialization. The study explored the data through descriptive statistics, principle component analysis and correlation analysis and tested the hypotheses with multiple linear regression analysis. Findings The findings indicated that the organizational identity of auditors has a positive association with three aspects of commercialization: market orientation, customer orientation and firm process orientation. Contrary to the arguments based on prior literature, the study has found that the professional identity of auditors is also a positively associated with commercialization. This indicates a change of the role of professional identity vis-à-vis commercialization of audit firms. The positive association between professional identity and commercial orientation could indicate the development of “organizational professionalism.” The study also found differences between the association between professional identity and commercialization in Big 4 and non-Big 4 firms. While in Big 4 firms, professional identity is positively associated only with the firm’s process orientation, in non-Big 4 firms, professional identity has a positive association with all three aspects of commercialization. Originality/value The paper provides insight into how auditors’ identities have influenced commercialization of audit firms and into the normalizing of commercialization within auditing. The study also developed a new instrument for measuring commercialization, one based on market, customer and firm process orientation concepts. This paper suggests that this instrument is an alternative to the observation through proxies.

Organizational identities of U.S. art museums and audience reactions

Poetics ◽  
2019 ◽  
Vol 72 ◽  
pp. 94-107
Author(s):  
Shinwon Noh ◽  
Pamela S. Tolbert
Keyword(s):  
Art Museums ◽  
Organizational Identities

What is NORML? Sedimented Meanings in Ambiguous Organizational Identities

2021 ◽  
pp. 017084062110577
Author(s):  
Matthew C.B. Lyle ◽  
Ian J. Walsh ◽  
Diego M. Coraiola
Keyword(s):  
Organizational Identity ◽  
Identity Change ◽  
National Organization ◽  
The Past ◽  
Organizational Identities ◽  
Key Points ◽  
Identity Threats ◽  
History Of ◽  
Identity Labels

Organizational identity scholarship has largely focused on the mutability of meanings ascribed to ambiguous identity labels. In contrast, we analyze a case study of the National Organization for the Reform of Marijuana Laws (NORML) to explore how leaders maintained a meaning ascribed to an ambiguous identity label amid successive identity threats. We found that heightened dissensus surrounding meanings attributed to the organization’s “reform group” label at three key points spurred theoretically similar manifestations of two processes. The first, meaning sedimentation, involved leaders invoking history to advocate for the importance of their preferred meaning while mulling the inclusion of others. The second, reconstructing the past, occurred as leaders and members alike offered narratives that obscured the history of disavowed meanings while sharing new memories of those they prioritized. Our work complements research on identity change by drawing attention to the processes by which meaning(s) underlying ambiguous identity labels might survive.

Management as a Limit to Organizational Change

2016 ◽  
pp. 1730-1749
Author(s):  
David R. King
Keyword(s):  
Organizational Change ◽  
Middle Managers ◽  
Inherent Difficulty ◽  
Research And Practice ◽  
Organizational Challenges ◽  
Organizational Identities ◽  
Top Managers ◽  
Conflicting Demands ◽  
Successful Change ◽  
Direct Change

Acquisitions inherently involve change, but the success of desired change varies. This reflects the inherent difficulty of organizational change and attempts to maintain a fit with an organization's environment. A possible limitation to successful change is that the managers responsible for it face conflicting demands. This chapter develops multiple ways that acquisition circumstances and involved managers can limit organizational change. For example, middle managers can have information about organizational challenges but not the authority to direct change, while top managers have the authority but face implementation constraints. Acquisitions may also offer a solution to these challenges through the reconfiguration of a firm's management to increase management perspectives and to update organizational identities. Implications for management research and practice are discussed.

Introduction: Organizational Identity

2016 ◽  
Author(s):  
Michael G. Pratt ◽  
Majken Schultz ◽  
Blake E. Ashforth ◽  
Davide Ravasi
Keyword(s):  
Organizational Identity ◽  
Organization Studies ◽  
Social Existence ◽  
Organizational Identities ◽  
Multi Level

Since its formal entry to organization studies in 1985, the concept of organizational identity (OI) has had a long and fruitful development. We suggest OI is particularly appealing because it: 1) addresses fundamental questions of social existence about how we are both similar to and different from others; 2) is fundamentally a relational construct connecting apparent oppositions, such as “us” and “them”; 3) is a nexus concept forging relations with other theoretical constructs; and 4) is inherently useful to organizations. In the seven sections of this handbook, we trace conceptual, methodological, and practical challenges of theorizing and utilizing OI in organizations, including issues of the construct’s nomological net, its multi-level dynamics, the role time in OI (e.g., OI change), as well as its pluralistic manifestations (e.g., hybrid and multiple organizational identities).

scholarly journals Multiple organizational identities and change in ambivalence: the case of a Chinese acquisition in Europe

2020 ◽  
Vol 33 (7) ◽  
pp. 1253-1275
Author(s):  
Anna Aleksandra Lupina-Wegener ◽  
Shuang Liang ◽  
Rolf van Dick ◽  
Johannes Ullrich
Keyword(s):  
Social Identity Theory ◽  
Single Case ◽  
Boundary Spanning ◽  
Multiple Identities ◽  
Identity Change ◽  
Manufacturing Firm ◽  
Content Type ◽  
Chinese Firm ◽  
Shared Identity ◽  
Organizational Identities

PurposeBuilding on social identity theory, the purpose of this paper is to examine how European managers construct their multiple identities after being acquired by a Chinese firm and to determine the key factors contributing to the changing dynamics of multiple organizational identities.Design/methodology/approachThe paper presents a qualitative, single case study of a Chinese acquisition of a European manufacturing firm at two points in time.FindingsWe find that multiple identities initially trigger ambivalence toward the acquisition, but over time, the ambivalence diminishes. The reduction of ambivalence results from concurrent integration and separation: a newly constructed boundary spanning the organization separates positive identities from negative ones, and integration interventions foster the development of a new, shared identity.Originality/valueThe findings reveal that organizational identity change is facilitated by the aligning of a post-merger identity with the acquired organization's historical identity and by creating an ambivalent boundary spanning identity.

scholarly journals Becoming through doing: How experimental spaces enable organizational identity work

2019 ◽  
Vol 18 (1) ◽  
pp. 20-49
Author(s):  
Neva Bojovic ◽  
Valérie Sabatier ◽  
Emmanuel Coblence
Keyword(s):  
Organizational Identity ◽  
Business Models ◽  
Identity Work ◽  
Cognitive Tools ◽  
Social Setting ◽  
Identity Change ◽  
Work Space ◽  
Organizational Identities ◽  
Magazine Publishing

This qualitative study of a magazine publishing incumbent shows how organizational identity work can be triggered when organizational members engage in business model experimentation within the bounded social setting of experimental space. The study adds to the understanding of the strategy-identity nexus by expanding on the view of business models as cognitive tools to business models as tools for becoming and by understanding the role of experimental spaces as holding environments for organizational identity work. We show how an experimental space engages organizational members in experimental practices (e.g. cognitive, material, and experiential). As firms experiment with “what they do,” organizational members progressively confront the existing organizational identity in the following ways: they engage in practices of organizational identity work by coping with the loss of the old identity, they play with possible organizational identities, and they allow new organizational identity aspirations to emerge. In these ways, experimental spaces act as an organizational identity work space that eventually enables organizational identity change. We identify two mechanisms (i.e. grounding and releasing) by which an organizational identity work space emerges and leads to the establishment of a renewed organizational identity.

scholarly journals Aligning resource integration and organizational identities in project networks

2020 ◽  
Vol 35 (10) ◽  
pp. 1581-1589 ◽  
Author(s):  
Ingo Husmann ◽  
Michael Kleinaltenkamp ◽  
Stuart Hanmer-Lloyd
Keyword(s):  
Organizational Identity ◽  
Institutional Context ◽  
Professional Service ◽  
Institutional Setting ◽  
Resource Integration ◽  
Content Type ◽  
Project Networks ◽  
Organizational Identities ◽  
Project Network ◽  
The Impact

Purpose Multi-supplier project networks represent a large part of the business-to-business (B2B) sector as the scope of many projects requires that different providers participate in their development and delivery. This raises the question of how the integration of the resources of the various partners can be shaped successfully. Specifically, the different organizational identities provide institutional frames of reference to the resource-integrating firms. As the organizational identities are typically not harmonious with each other, at least partial misalignments of the institutional setting that shapes the resource integration processes may emerge. The purpose of this paper is to empirically investigate the impact of various organizational identities on the course and outcome of resource integration in project networks. Design/methodology/approach The paper makes use of interpretive phenomenology in conjunction with a qualitative case study approach to access the lived experience of actors of different professional service firms having experienced changes in resource integration in a B2B project network. Findings A conceptualization of organizational identity as an institutional context for resource integration is developed and empirically investigated. The findings show a strong impact on the firms’ organizational identities and the actors’ resource integration experience and evaluation. Moreover, the findings provide evidence that, if unmanaged, at least partial misalignment of the institutional arrangements of multi-organizational B2B project network represents a normal and also a stable condition. Originality/value As a first conceptualization and empirical analysis of the interplay between organizational identity and resource integration, this paper advances the current understanding of the institutional context for resource integration. It argues for the wider relevance of organizational identity constructs and paves the way for future development.

An Archival Approach to Measuring Family Influence

2016 ◽  
Vol 30 (1) ◽  
pp. 19-36 ◽  
Author(s):  
Aaron H. Anglin ◽  
Shane W. Reid ◽  
Jeremy C. Short ◽  
Miles A. Zachary ◽  
Matthew W. Rutherford
Keyword(s):  
Family Involvement ◽  
Family Business ◽  
Organizational Identity ◽  
Random Coefficients ◽  
Data Sources ◽  
Family Influence ◽  
Archival Data ◽  
Business Research ◽  
Key Factors ◽  
Organizational Identities

Drawing from a framework highlighting how family influence is reflected in organizational identity, we present archival and content analytic adaptations for three key factors signifying alignment between family and organizational identities: family visibility, transgenerational sustainability, and family self-enhancement. We validate these measures using archival data sources, “About Us” pages, and shareholder letters from S&P 500 firms. Random coefficients modeling indicates our measures are largely shaped by temporal and firm, followed by industry, differences. Our work paves the way for further investigation exploring the relationships between family involvement and organizational identity while simultaneously addressing lingering methodological challenges in family business research.

Sign in / Sign up

Export Citation Format

Share Document