Transforming organizational identity under institutional change
He, Hongwei and Baruch, Yehuda. (2009) Transforming organizational identity under institutional change. Journal of Organizational Change Management, Vol.22 (No.6). pp. 575-599. ISSN 0953-4814Full text not available from this repository.
Official URL: http://dx.doi.org/10.1108/09534810910997014
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.|
|Number of Pages:||25|
|Page Range:||pp. 575-599|
|Access rights to Published version:||Restricted or Subscription Access|
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