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Books on the topic 'Organizational identity'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Jo, Hatch Mary, and Schultz Majken, eds. Organizational identity: A reader. Oxford University Press, 2004.

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2

A, Diamond Michael. The unconscious life of organizations: Interpreting organizational identity. Quorum Books, 1993.

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3

Dörrenbächer, Christoph, Matthias Tomenendal, and Sarah Stanske, eds. Organizational Identity and Firm Growth. Palgrave Macmillan UK, 2017. http://dx.doi.org/10.1057/978-1-137-57724-5.

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4

Child, John. Social identity and organizational learning. Birmingham Business School, 2002.

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5

Andrea, Whittle, and Willmott Hugh, eds. Understanding identity & organizations. SAGE, 2011.

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6

Gundanna, Anita. Collective Identity and Identity Work in a Nonprofit Organizational Coalition. [publisher not identified], 2018.

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7

Thurlow, Amy. Social Media, Organizational Identity and Public Relations. Routledge, 2018. http://dx.doi.org/10.4324/9781315160443.

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8

1945-, Mills Albert J., and Tancred Peta, eds. Gendering organizational analysis. Sage, 1992.

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9

Schultz, Majken. Constructing identity in and around organizations. Oxford University Press, 2012.

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10

Rodrigues, Suzana Braga. The dynamics of organizational identity: Construction and deconstruction. Birmingham Business School, 2002.

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11

Linstead, Alison. Managing identity. Palgrave Macmillan, 2006.

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12

1971-, Linstead Alison, Beech Nic, and Sims, David, 1948 June 23-, eds. Exploring identity: Concepts and methods. Palgrave Macmillan, 2007.

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13

Kenny, Kate, Andrea Whittle, and Hugh Willmott. Organizational Identity. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.11.

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What is the role of power and politics in the construction of organizational identity? In this chapter we depart from existing approaches that tend to focus on overt displays of power, including observable conflicts and attempts to influence. We propose instead that yet more subtle and insidious exercises of power can impact upon the enactment of organizational identity, shaping answers to questions such as “who are we?” In making our claims, we draw on ideas from Lukes, Foucault, and Laclau and Mouffe, influential social and political theorists who have to date remained under-utilized in the

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14

Alvesson, Mats, and Maxine Robertson. Organizational Identity. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.12.

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The chapter offers a critique of the concept of organizational identity (OI), challenging some basic assumptions and knowledge claims surrounding OI from a Critical Management Studies (CMS) perspective. We start by considering the taken-for-granted idea that OI is pre-given. We then consider the assumptions surrounding the inter-relationship between OI, employee identification, and organizational image, and suggest alternative ideas. We then challenge what we see as the reification in OI thinking, and point at the neglect of power in the field. We further discuss the remarkable similarities be

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15

Pratt, Michael G., Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Introduction: Organizational Identity. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.23.

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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, methodolo

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16

Meißner, Sabrina. Corporate Identity und Organizational Identity. GRIN Verlag GmbH, 2013.

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17

Foreman, Peter O., and David A. Whetten. Measuring Organizational Identity. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.3.

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Although the concept of organizational identity has gained currency in the organizational studies literature, and many conceptual issues have been addressed, there is an overall lack of attention to methodological concerns. Specifically, the field lacks a comprehensive and systematic review of how organizational identity is operationalized and measured. Given the disparate uses of the concept and the range of theories employing it, the means of measurement span the gamut of qualitative and quantitative methodologies. In this chapter, we review over 80 studies where organizational identity was

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18

Kreiner, Glen E., and Chad Murphy. Organizational Identity Work. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.4.

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Research on identity work has burgeoned in the management literature, but has focused primarily at the individual level of analysis (e.g., work identity and professional identity). The chapter therefore applies what has been discovered in individual-level identity work research to organizational identity. Similarly, research has blossomed on other forms of “work” that are related to identity work (e.g., institutional work, boundary work). The chapter therefore shows how research on these other forms of agentic work might inform future investigations of organizational identity work. The chapter

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19

van Riel, Cees B. M., Mamta Bhatt, and Marijke Baumann. Planned Organizational Identity Change. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.16.

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In this chapter, drawing from past research on organizational identity change and our observations at several companies that have engaged in such an effort, we develop a framework of planned organizational identity change. In particular, we shed light on how organizations use new identity claims to bring about a deliberate change in their identity. Our framework suggests that such initiatives focus on communicating identity to both internal and external stakeholders. Further, while these initiatives aim at ensuring employee alignment in the internal audience (i.e., organizational members), the

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20

Watson, Tony J. Organizational Identity and Organizational Identity Work as Valuable Analytical Resources. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.6.

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“Organizational identity” is best understood, not as a phenomenon that exists in the social and organizational world, but as a concept—a tool which social scientists use to improve human beings’ understanding of how the social and organizational world “works.” Pragmatist methodological thinking is applied to the development of a formal new conceptualization of the notion of organizational identity and a concept of organizational identity work which may help future researchers, either directly or indirectly. The new apparatus builds on existing thinking and is developed in a way which avoids th

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21

Gill, Rebecca, and Gregory S. Larson. Organizations and Identity. Polity Press, 2017.

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22

Gill, Rebecca, and Gregory S. Larson. Organizations and Identity. Polity Press, 2017.

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23

Gill, Rebecca, and Gregory S. Larson. Organizations and Identity. Polity Press, 2017.

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24

Gill, Rebecca, and Gregory S. Larson. Organizations and Identity. Polity Press, 2017.

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25

Besharov, Marya L., and Garima Sharma. Paradoxes of Organizational Identity. Edited by Wendy K. Smith, Marianne W. Lewis, Paula Jarzabkowski, and Ann Langley. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198754428.013.10.

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Until recently, research on organizational identity and paradox has proceeded on largely separate tracks. The purpose of this chapter is to strengthen connections between these two streams of work and demonstrate how each one can enhance the other. Scholarship on organizational identity surfaces multiple tensions around the nature of identity—including whether it is a social reality or social construction, stable or dynamic, multiple or singular, and comprised of contradictory or compatible elements. Paradox theory recasts these tensions as both/and rather than either/or choices. Building on r

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26

Anthony, Callen, and Mary Tripsas. Organizational Identity and Innovation. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.20.

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Though much work has studied organizational identity and the management of innovation, very little work explores the connection between them. Yet we argue that these separate conversations yield implications for one another and offer a rich area for future research. By its nature, innovation is about novelty and change, while identity is rooted in stability and endurance. This contrast creates a fundamental tension, which we explore. We propose that innovative activities like technological change fall on a spectrum from identity-enhancing to identity-stretching to identity-challenging. Both id

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27

Lerpold, Lin, Davide Ravasi, Johan van Rekom, and Guillaume Soenen, eds. Organizational Identity in Practice. Routledge, 2012. http://dx.doi.org/10.4324/noe0415398398.

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28

Rekom, Johan Van. Organizational Identity in Practice. Routledge, 2012.

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29

Organizational Identity in Practice. Routledge, 2007.

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30

Organizational Identity in Practice. Routledge, 2007.

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31

Organizational Identity and Memory. Taylor & Francis Group, 2018.

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32

Casey, Andrea. Organizational Identity and Memory. Taylor & Francis Group, 2020.

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33

Rekom, Johan van, Lin Lerpold, Davide Ravasi, and Guillaume Soenen. Organizational Identity in Practice. Taylor & Francis Group, 2012.

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34

Rekom, Johan van, Lin Lerpold, Davide Ravasi, and Guillaume Soenen. Organizational Identity in Practice. Taylor & Francis Group, 2012.

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35

Pratt, Michael G., Majken Schultz, Blake E. Ashforth, and Davide Ravasi, eds. The Oxford Handbook of Organizational Identity. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.001.0001.

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What happens when you take one of the most fundamental concepts in social science and apply it to one of the most ubiquitous forms of human collectives? This handbook strives to answer this question by exploring what has become a “root construct” in the field of management and organization studies: organizational identity (OI). The handbook provides a road-map to the OI field, both theoretically and methodologically, across seven sections: 1) Mapping the Organizational Identity Field; 2) Critical Perspectives on Organizational Identity; 3) Integrative Models of Organizational Identity; 4) How

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36

Ravasi, Davide. Organizational Identity, Culture, and Image. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.25.

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The concept of organizational identity is often confused with similar concepts such as organizational culture or organizational image. This confusion depends in part on the inconsistent use that scholars have made of these terms in the past. This chapter reviews the literature that has discussed how these concepts differ and how they are interrelated, and proposes an integrative framework that summarizes the most widely accepted definitions. It focuses in particular on research on dynamic interrelations between organizational identity and culture. It argues that apparently contradictory perspe

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37

Kraatz, Mattew, Nelson Phillips, and Paul Tracey. Organizational Identity in Institutional Theory. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.14.

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In this chapter, we explore how the concept of organizational identity has evolved in institutional theory. We begin by examining the different ways that organizational identity has been conceptualized and explain the evolving theoretical interests that lie behind the approaches that have been taken. Building on this, we discuss how organizational identity research might benefit from closer engagement with ideas from institutional theory. In particular, we discuss three possible directions for further development. First, we discuss how Selznick’s work emphasizes the historical, holistic, and v

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38

Besharov, Marya L., and Shelley L. Brickson. Organizational Identity and Institutional Forces. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.2.

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The existing literature offers divergent perspectives on the intersection between organizational identity (OI) and institutional forces. Some studies suggest that OI is socially constructed by organizational members, while others describe OI as highly constrained by institutional forces. Still others imply that OI serves as a filter influencing how members interpret institutional forces. We review and strive to integrate these varied perspectives. To do so, we distinguish between the content and structure of both OI and institutional forces. We suggest that the degree to which the content of i

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39

Schultz, Majken. Organizational Identity Change and Temporality. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.27.

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Discussions of what changes and what remains stable about organizational identity have been central to the field since organizational identity was defined as “enduring” by Albert and Whetten in 1985. This chapter provides an overview of these discussions by presenting three different views on organizational identity change: 1) Identity as enduring stability; 2) Identity as periodic change and 3) Identity as ongoing change. The chapter shows how each view includes different interpretations and elaborates the various mechanisms underpinning identity stability or change based in empirical studies

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40

Alam, Jobaire. Organizational Identity and Corporate Communication. GRIN Verlag GmbH, 2018.

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41

Schultz, Majken, Michael G. Pratt, Blake E. Ashforth, and Davide Ravasi. Oxford Handbook of Organizational Identity. Oxford University Press, 2018.

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42

Oxford Handbook of Organizational Identity. Oxford University Press, 2016.

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43

Elsbach, Kimberly D., and Janet Dukerich. Organizational Identity and the Undesired Self. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.15.

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The undesired self has been defined as “how I hope never to be” (Ogilvie, 1987). Through an examination of extant case study research, we explore the relationship between organizational identity and the undesired self. In particular, we examine how, in attempts to affirm desired organizational identities (e.g., legitimate or distinctive organizational identities), organizations may impose undesired selves on their members by compelling them to assume roles or identities that are antithetical to their self-conceptions. We then explore how organizational members may respond to the enactment of s

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44

Social Identity Processes in Organizational Contexts. Psychology Press, 2001.

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45

Hogg, Michael. Social Identity Processes in Organizational Contexts. Psychology Press, 2002.

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46

Blader, Steven, Caroline A. Bartel, and Amy Wrzesniewski. Identity and the Modern Organization. Taylor & Francis Group, 2015.

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47

Willmott, Hugh, Kate Kenny, and Andrea Whittle. Understanding Identity and Organizations. SAGE Publications, Limited, 2012.

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48

Willmott, Hugh, Kate Kenny, and Andrea Whittle. Understanding Identity and Organizations. SAGE Publications, Incorporated, 2011.

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49

Pratt, Michael G., Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Conclusion: On the Identity of Organizational Identity looking backward toward the future. Edited by Michael G. Pratt, Majken Schultz, Blake E. Ashforth, and Davide Ravasi. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780199689576.013.24.

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In the Conclusion of the Handbook, we acknowledge the diversity of perspectives represented in its various chapters, but at the same time outline converging patterns and trace some paths for moving forward. We observe how the “definitional war” that affected the field in its early years seems to have finally settled around a core set of often-complimentary perspectives (e.g. social actor, social constructionist, institutional, discursive, etc.) that investigate different research questions. Scholars also seem to be shifting their attention to the way that organizational identity—as a “work in

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50

Pullen, Alison. Managing Identity. Palgrave Macmillan Limited, 2005.

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