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Journal articles on the topic 'Organizational identity'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 July 2025

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1

Diamond, Michael A. "Organizational Identity." Administration & Society 20, no. 2 (1988): 166–90. http://dx.doi.org/10.1177/009539978802000203.

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2

He, Hongwei, and Andrew D. Brown. "Organizational Identity and Organizational Identification." Group & Organization Management 38, no. 1 (2013): 3–35. http://dx.doi.org/10.1177/1059601112473815.

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3

Hodgkinson, Gerard P. "Organizational Identity and Organizational Identification." Group & Organization Management 38, no. 1 (2013): 145–57. http://dx.doi.org/10.1177/1059601112474883.

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4

Porter, Terry B. "THEORIZING ORGANIZATIONAL IDENTITY." Academy of Management Proceedings 2001, no. 1 (2001): D1—D6. http://dx.doi.org/10.5465/apbpp.2001.6133755.

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5

Prati, L. Melita, Amy McMillan-Capehart, and Joy H. Karriker. "Affecting Organizational Identity." Journal of Leadership & Organizational Studies 15, no. 4 (2009): 404–15. http://dx.doi.org/10.1177/1548051809331502.

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6

Carroll, Craig. "Rearticulating Organizational Identity." Management Learning 26, no. 4 (1995): 463–82. http://dx.doi.org/10.1177/135050769502600404.

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7

Randolph-Seng, Brandon, Brandt A. Smith, and Andrea Slobodnikova. "Religious Identity vs. Organizational Identity: Influences on Organizational Citizenship Behavior." Academy of Management Proceedings 2015, no. 1 (2015): 11317. http://dx.doi.org/10.5465/ambpp.2015.11317abstract.

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8

Foreman, Peter, Cleo Silvestri, David A. Whetten, et al. "Organizational Identity Comparison, Organizational Identification, and Organizational Commitment." Academy of Management Proceedings 2020, no. 1 (2020): 21039. http://dx.doi.org/10.5465/ambpp.2020.21039symposium.

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9

Sułkowski, Lukasz, and Justyna Dziedzic. "Scientist organizational identity orientations." Economics & Sociology 14, no. 4 (2021): 310–25. http://dx.doi.org/10.14254/2071-789x.2021/14-4/18.

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10

Kozica, Arjan M. F., Christian Gebhardt, Gordon Müller-Seitz, and Stephan Kaiser. "Organizational Identity and Paradox." Journal of Management Inquiry 24, no. 2 (2014): 186–203. http://dx.doi.org/10.1177/1056492614553275.

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11

Case, Peter. "Organizational Culture and Identity." Sociological Review 50, no. 2 (2002): 306–8. http://dx.doi.org/10.1111/1467-954x.t01-2-00368.

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12

Rieger, Alexander, Tamara Roth, Johannes Sedlmeir, Gilbert Fridgen, and Amber Young. "Organizational Identity Management Policies." Journal of the Association for Information Systems 25, no. 3 (2024): 522–27. http://dx.doi.org/10.17705/1jais.00887.

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Effective identity management is essential for secure organizational processes, but organizations often do not approach it strategically. To break this trajectory, organizational policymakers need to define a clear and sustainable identity management strategy. This paper presents an overview and guidelines to help shape such strategy. It analyzes the key characteristics and trade-offs of today’s identity management models. Moreover, it offers practical recommendations for organizational policymakers when choosing among these models.

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13

Bento, Marcia Helena dos Santos, Lúcia Rejane da Rosa Gama Madruga, Jaime Peixoto Stecca, Gabriel Murad Velloso Ferreira, Maríndia Brachak Dos Santos, and Ricardo Höher. "Cooperative organizational identity: the declaration in the perspective of organizational identity theory." International Journal of Scientific Management and Tourism 9, no. 5 (2023): 3024–48. http://dx.doi.org/10.55905/ijsmtv9n5-022.

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There are specific organizations such as cooperative societies whose particular characteristics mean they need to be studied closely. This study focuses on determining which characteristics of cooperatives societies can be considered part of their identity based on the organizational identity theory. The unit of analysis is the Statement on Cooperative Identity, and the categories which were applied emerged from the Organizational Identity Theory. The main finding is the concept of a specific organizational identity. Theoretically, this study contributes in elaborating a new construct for coop

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14

Mesmer-Magnus, Jessica R., Raquel Asencio, Peter W. Seely, and Leslie A. DeChurch. "How Organizational Identity Affects Team Functioning: The Identity Instrumentality Hypothesis." Journal of Management 44, no. 4 (2015): 1530–50. http://dx.doi.org/10.1177/0149206315614370.

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How does organizational identity affect team functioning? We articulate and test an identity instrumentality hypothesis that suggests that organizational identity (1) directly predicts those aspects of team functioning that enable, and are instrumental in, employees’ fulfillment of their identity with the organization; and (2) indirectly predicts other aspects of team functioning not instrumental to organizational identity fulfillment. Underlying this hypothesis is the idea that some aspects of team functioning, such as team performance and cooperative team behaviors, are important to individu

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15

Lam, Long Wai, Yan Liu, and Raymond Loi. "Looking intra-organizationally for identity cues: Whether perceived organizational support shapes employees’ organizational identification." Human Relations 69, no. 2 (2015): 345–67. http://dx.doi.org/10.1177/0018726715584689.

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16

Foreman, Peter, and Mathew Laurence Sheep. "Multiple organizational identities, identity cognitions and organizational identification." Academy of Management Proceedings 2018, no. 1 (2018): 18559. http://dx.doi.org/10.5465/ambpp.2018.18559abstract.

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17

Gover, Laura, and Linda Duxbury. "Organizational Faultlines: Social Identity Dynamics and Organizational Change." Journal of Change Management 12, no. 1 (2012): 53–75. http://dx.doi.org/10.1080/14697017.2011.652375.

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18

Zhang, Ying, and Marina G. Biniari. "Forging a collective entrepreneurial identity within existing organizations through corporate venturing." International Journal of Entrepreneurial Behavior & Research 27, no. 6 (2021): 1502–25. http://dx.doi.org/10.1108/ijebr-08-2019-0492.

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PurposeThis study unpacks how organizational members construct a collective entrepreneurial identity within an organization and attempt to instill entrepreneurial features in the organization's existing identity.Design/methodology/approachThe study draws on the cases of two venturing units, perceived as entrepreneurial groups within their respective parent companies. Semi-structured interviews and secondary data were collected and analyzed inductively and abductively.FindingsThe data revealed that organizational members co-constructed a “corporate entrepreneur” role identity to form a collecti

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19

Corley, Kevin G., and Dennis A. Gioia. "Identity Ambiguity and Change in the Wake of a Corporate Spin-off." Administrative Science Quarterly 49, no. 2 (2004): 173–208. http://dx.doi.org/10.2307/4131471.

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We report on the findings of an inductive, interpretive case study of organizational identity change in the spin-off of a Fortune 100 company's top-performing organizational unit into an independent organization. We examined the processes by which the labels and meanings associated with the organization's identity underwent changes during and after the spin-off, as well as how the organization responded to these changes. The emergent model of identity change revolved around a collective state of identity ambiguity, the details of which provide insight into processes whereby organizational iden

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20

Chang, Yong-sun, and Dae-hwan Cho. "Relations between Organizational Identity, Organizational Socialization, and Organizational Based Self Esteem." korean management review 46, no. 1 (2017): 25. http://dx.doi.org/10.17287/kmr.2017.46.1.25.

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21

Jeon, Hyangsuk, Longzhen Li, and Dong Yan. "Does perceived corporate social responsibility decrease organizational cynicism? A social identity perspective." Social Behavior and Personality: an international journal 52, no. 12 (2024): 1–13. https://doi.org/10.2224/sbp.13599.

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Policies related to corporate social responsibility (CSR) can positively impact both businesses and organizational members. However, the potential outcomes of situations where employees perceive inconsistencies between their organization's CSR and other practices remain poorly understood. Using social identity theory, we administered 310 surveys to employees in various organizations to examine how employees' perception of CSR practices affects their organizational cynicism, incorporating the moderating effects of selfsacrificial leadership, perceived organizational justice, and perceived organ

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22

Hatch, Mary Jo, and Majken Schultz. "The dynamics of organizational identity." Comunicação e Sociedade 8 (December 20, 2005): 115–39. http://dx.doi.org/10.17231/comsoc.8(2005).1186.

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While many organizational researchers make reference to Mead’s theory of social identity, none have explored how Mead’s ideas about the relationship between the “I” and the “me” might be extended to identity processes at the organizational level of analysis. In this paper we define organizational analogues for Mead’s “I” and “me” and explain how these two phases of organizational identity are related. In doing so we bring together existing theory concerning the links between organizational identities and images, with new theory concerning how reflection embeds identity in organizational cultur

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23

Gioia, Dennis A., Shubha D. Patvardhan, Aimee L. Hamilton, and Kevin G. Corley. "Organizational Identity Formation and Change." Academy of Management Annals 7, no. 1 (2013): 123–93. http://dx.doi.org/10.5465/19416520.2013.762225.

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24

Gioia, Dennis A., Shubha D. Patvardhan, Aimee L. Hamilton, and Kevin G. Corley. "Organizational Identity Formation and Change." Academy of Management Annals 7, no. 1 (2013): 123–93. http://dx.doi.org/10.1080/19416520.2013.762225.

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25

Hatch, Mary Jo, and Majken Schultz. "The Dynamics of Organizational Identity." Human Relations 55, no. 8 (2002): 989–1018. http://dx.doi.org/10.1177/0018726702055008181.

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26

Chaney, Kimberly E., Diana T. Sanchez, and Jessica D. Remedios. "Organizational Identity Safety Cue Transfers." Personality and Social Psychology Bulletin 42, no. 11 (2016): 1564–76. http://dx.doi.org/10.1177/0146167216665096.

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27

Gonzales-Miranda, Diego René. "Organizational identity: components and construction." Innovar 30, no. 78 (2020): 89–103. http://dx.doi.org/10.15446/innovar.v30n78.90303.

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The objective of this research was to understand the identity construction process of the middle managers (MMs) of a Colombian multilatina. From the research question, i.e., what are the components involved in the identity construction process of MMs?, it was established that MMs are those individuals whose level in the organization is below top managers and above first-level supervisors. The theoretical framework used was organizational identity (OI). To this end, literature review focused on the discussion of research works whose epistemological basis considered OI as a process, not as an in

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28

Cornelissen, J. P. "On the 'Organizational Identity' Metaphor." British Journal of Management 13, no. 3 (2002): 259–68. http://dx.doi.org/10.1111/1467-8551.00242.

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29

Verbos, Amy Klemm, and Shalei V. K. Simms. "Furthering Ethical Organizational Identity Conceptualization." Journal of Corporate Citizenship 2017, no. 66 (2017): 22–45. http://dx.doi.org/10.9774/tandf.4700.2017.ju.00004.

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30

Brown, Andrew D. "Identity Work and Organizational Identification." International Journal of Management Reviews 19, no. 3 (2017): 296–317. http://dx.doi.org/10.1111/ijmr.12152.

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31

Scherer, Shelley C. "Organizational Identity and Philanthropic Institutions." Nonprofit Management and Leadership 28, no. 1 (2017): 105–23. http://dx.doi.org/10.1002/nml.21266.

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32

Petrovska, I. R., and A. Z. Partyko. "STRUCTURAL MODEL OF ORGANIZATIONAL IDENTITY." Journal of Modern Psychology, no. 1 (2024): 99–107. http://dx.doi.org/10.26661/2310-4368/2024-1-11.

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33

Brickson, Shelley L. "Organizational Identity Orientation: Forging a Link between Organizational Identity and Organizations' Relations with Stakeholders." Administrative Science Quarterly 50, no. 4 (2005): 576–609. http://dx.doi.org/10.2189/asqu.50.4.576.

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To better understand the connection between organizational identity and how organizations relate to their stakeholders, this paper introduces the construct of identity orientation, previously applied at the individual-level of analysis, at the organizational-level of analysis and proposes that organizations have three distinct identity orientations: individualistic, relational, and collectivistic. In a field study using qualitative and quantitative methods and including 1,126 participants from 88 organizations in the legal services and non-alcoholic beverage industries, I assess the construct'

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34

Mariconda, Simone, Alessandra Zamparini, and Francesco Lurati. "Identity matters." Corporate Communications: An International Journal 24, no. 1 (2019): 115–27. http://dx.doi.org/10.1108/ccij-06-2018-0069.

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Purpose The purpose of this paper is to conceptually develop and empirically test a model according to which a crisis leads to a greater reputational damage when it is highly relevant to the firm’s organizational identity or highly relevant to stakeholders’ identity. Design/methodology/approach A total of 299 participants based in the USA were recruited online using the Amazon Mechanical Turk platform. The study uses a 2 (relevance of crisis to organizational identity: low vs high) × 2 (relevance of crisis to stakeholders’ identity: low vs high) between-subjects experimental design. Findings T

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35

Xiu, Lin, Feng Lu, and Xin Liang. "Legitimized identity vs identifiable legitimacy." Nankai Business Review International 11, no. 1 (2019): 102–20. http://dx.doi.org/10.1108/nbri-03-2019-0009.

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Purpose Organizational identity and organizational legitimacy are related constructs, but comprehensive studies of the relationship have been lacking in the literature of organizational studies. This paper aims to propose a framework that includes four possible relationships between organizational legitimacy and identity. Design/methodology/approach The authors evaluate the causes of each of these relationships and an important consequence of the relationship: their influences on organizational adaptation. Findings With a series of propositions, the authors make a tentative, but valuable, move

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36

Jin, Sirkwoo. "A New Paradigm of Organizational Identity and Organizational Identification." Journal of Business and Economics 6, no. 9 (2015): 1561–69. http://dx.doi.org/10.15341/jbe(2155-7950)/09.06.2015/002.

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37

Oliver, David, and Heather C. Vough. "Practicing identity in emergent firms: How practices shape founders’ organizational identity claims." Strategic Organization 18, no. 1 (2019): 75–105. http://dx.doi.org/10.1177/1476127019863642.

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Establishing a new firm presents a variety of challenges to organizational founders. An important concern is the development of a set of clear and coherent organizational identity claims that can inform future strategic decision-making. While practices have been identified as important resources that individuals draw on during organizational identity change and formation, their role in initiating shifts in organizational identity claims has not been examined. In this longitudinal study of seven de novo organizations, we develop a process model showing how practices engaged in by founders when

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38

Gerstrøm, Anna. "Identity after death: how legacy organizational identity and death form each other." Management Research Review 38, no. 1 (2015): 89–123. http://dx.doi.org/10.1108/mrr-11-2012-0251.

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Purpose – The purpose of this paper is to explore how legacy organizational identity and death relate to each other and, thereby, contribute to closing the gap in knowledge on organizational identity constructions in times of death. Design/methodology/approach – The paper opted for an exploratory study relying on primary data from in-depth narrative interviews with 20 organizational members of a bank that went bankrupt. The primary data, as well as documents like websites, newspapers, magazines, booklets, minutes, and reports, were complemented by secondary interviews with other members of the

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39

Spyridonidis, Dimitrios, Jane Hendy, and James Barlow. "Organizational identity birth: A process model of identity formation." Academy of Management Proceedings 2013, no. 1 (2013): 12187. http://dx.doi.org/10.5465/ambpp.2013.12187abstract.

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40

Petrovska, I. R. "The civic identity as a type of organizational identity." Problems of Modern Psychology : Collection of research papers of Kamianets-Podilskyi National Ivan Ohiienko University, G. S. Kostiuk Institute of Psychology of the National Academy of Educational Sciences of Ukraine, no. 39 (January 25, 2018): 244–56. http://dx.doi.org/10.32626/2227-6246.2018-39.244-256.

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41

Bojovic, Neva, Valérie Sabatier, and Emmanuel Coblence. "Becoming through doing: How experimental spaces enable organizational identity work." Strategic Organization 18, no. 1 (2019): 20–49. http://dx.doi.org/10.1177/1476127019864673.

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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 experiment

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42

Batko, Roman, and Katarzyna Baliga-Nicholson. "Digital Innovation as the Key Factor in Changing Organizational Identity into a Digital Organizational Identity." Problemy Zarzadzania 4/2019, no. 84 (2019): 39–51. http://dx.doi.org/10.7172/1644-9584.84.3.

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43

Bük, Tuba Bozaykut, Şirin Atakan Duman, and Ayşın Paşamehmetoğlu. "The University Identity: Communication of Identity Themes." International Business and Accounting Research Journal 1, no. 2 (2017): 55. http://dx.doi.org/10.15294/ibarj.v1i2.8.

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Earlier research has brought organizational identity to the fore as an institutional response to the developments in higher education field. Following literature, this study aims to examine the organizational identity of universities through an analysis of themes communicated at their websites. The study findings reveal that participant universities communicate five common identity themes institutionalized by higher education field. Among these themes, social values presented to the society for belongingness and capacity for enriching main university functions are found out to be most communic

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44

Galvin, Benjamin M., Donald Lange, and Blake E. Ashforth. "Narcissistic Organizational Identification: Seeing Oneself As Central to the Organization's Identity." Academy of Management Review 40, no. 2 (2015): 163–81. http://dx.doi.org/10.5465/amr.2013.0103.

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45

한영석. "Effects of status, pre-merger organizational identity and organizational culture similarity on the post-merger organizational identity in Merger Enterprise." Korean Journal of Industrial and Organizational Psychology 21, no. 1 (2008): 127–50. http://dx.doi.org/10.24230/ksiop.21.1.200802.127.

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46

Wang, Ruinan. "Investigating the Impact of Socially Responsible Human Resource Management on Employees' Organizational Citizenship Behavior." International Journal of Multidisciplinary Research and Growth Evaluation 4, no. 6 (2023): 718–37. http://dx.doi.org/10.54660/.ijmrge.2023.4.6.718-737.

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Socially responsible human resource (HR) management is a sustainable development-focused model that emphasizes stakeholder coordination and significantly influences a company's development. Employees voluntarily participate in corporate citizenship, which enhances the internal environment, enterprise functions, operational efficiency, and interpersonal relationships. Organizational citizenship behavior, carried out spontaneously by employees for the organization's benefit, reflects the company's attitude towards its employees and is closely tied to HR management. Thus, exploring HR management'

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47

Lockwood, Christi. "Rethinking Organizational Culture as a Toolkit: Implications for Organizational Identity." Academy of Management Proceedings 2013, no. 1 (2013): 10935. http://dx.doi.org/10.5465/ambpp.2013.10935abstract.

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48

Gerstrøm, Anna. "Surviving Death : Exploring Organizational Identity In Times Of Organizational Death." Academy of Management Proceedings 2013, no. 1 (2013): 15282. http://dx.doi.org/10.5465/ambpp.2013.240.

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49

Hein-Pensel, Franziska, Karin Knorr, Simon Oertel, and Kirsten Thommes. "Incongruent Patterns of Organizational Identity Crafting by Different Organizational Actors." Academy of Management Proceedings 2021, no. 1 (2021): 15048. http://dx.doi.org/10.5465/ambpp.2021.15048abstract.

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50

Witt, L. A., Anthony L. Patti, and William L. Farmer. "Organizational Politics and Work Identity as Predictors of Organizational Commitment." Journal of Applied Social Psychology 32, no. 3 (2002): 486–99. http://dx.doi.org/10.1111/j.1559-1816.2002.tb00226.x.

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