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Transforming organizational identity under institutional change

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He, Hongwei and Baruch, Yehuda (2009) Transforming organizational identity under institutional change. Journal of Organizational Change Management, Vol.22 (No.6). pp. 575-599. doi:10.1108/09534810910997014

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Official URL: http://dx.doi.org/10.1108/09534810910997014

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Abstract

Purpose – The objective of this paper is to report a case study investigating how organizational identity evolves during institutional change within a UK building society.

Design/methodology/approach – The paper employs an inductive case study, which is appropriate for examining such change processes. It builds on grounded theory, considered appropriate for such an explanatory research.

Findings – The paper finds that: institutional change, especially regulation and practice changes, serves as the trigger to increasing salience of identity issues, i.e. identity ambiguity, legitimacy crisis and perceived identity obsolescence; leadership, organizational culture and strategic exercises are salient apparatuses to tackle identity problems caused by external pressure; and a new identity is formed as a result of the managerial interventions, characterised by the rediscovery of historical roots, modernization and dualism.

Research limitations/implications – The paper provides an account of identity change, given a broader business environment change context within which the organization operates. Utilizing qualitative study of one case may be taken as a limitation.

Originality/value – The theoretical contribution reflected in the findings has implications for the interfaces between identity and institutional environment and organizational culture.

Item Type: Journal Article
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Divisions: Faculty of Social Sciences > Warwick Business School > Marketing & Strategic Management
Faculty of Social Sciences > Warwick Business School
Journal or Publication Title: Journal of Organizational Change Management
Publisher: Emerald Group Publishing Ltd.
ISSN: 0953-4814
Official Date: 2009
Dates:
DateEvent
2009Published
Volume: Vol.22
Number: No.6
Number of Pages: 25
Page Range: pp. 575-599
DOI: 10.1108/09534810910997014
Status: Peer Reviewed
Publication Status: Published
Access rights to Published version: Restricted or Subscription Access

Data sourced from Thomson Reuters' Web of Knowledge

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