scispace - formally typeset
Search or ask a question
Author

Aimee L. Hamilton

Other affiliations: Pennsylvania State University
Bio: Aimee L. Hamilton is an academic researcher from University of Denver. The author has contributed to research in topics: Organizational identity & Identity (social science). The author has an hindex of 6, co-authored 8 publications receiving 4787 citations. Previous affiliations of Aimee L. Hamilton include Pennsylvania State University.

Papers
More filters
Journal ArticleDOI
TL;DR: In this paper, a systematic approach to new concept development and grounded theory articulation that is designed to bring "qualitative rigor" to the conduct and presentation of inductive research is presented.
Abstract: For all its richness and potential for discovery, qualitative research has been critiqued as too often lacking in scholarly rigor. The authors summarize a systematic approach to new concept development and grounded theory articulation that is designed to bring “qualitative rigor” to the conduct and presentation of inductive research.

6,189 citations

Journal ArticleDOI
TL;DR: This paper investigated the processes involved in forming an organizational identity, which they studied during the founding of a distinctive new college by using an interpretive, insider-outsider research a.k.a. insider outsider research.
Abstract: We investigated the processes involved in forming an organizational identity, which we studied during the founding of a distinctive new college by using an interpretive, insider-outsider research a...

608 citations

Journal ArticleDOI
TL;DR: In this article, a longitudinal, grounded-theory approach was employed to investigate the occurrence of an identity crisis in an emerging collective of organizations attempting to form a new academic field.
Abstract: We employed a longitudinal, grounded-theory approach to investigate the occurrence of an identity crisis in an emerging collective of organizations attempting to form a new academic field. The findings indicate that legacy identities and the nested structure of such organizations have implications for the formation of identity at this level. Specifically, the co-evolution of organization-level and collective-level identities, and the interdependencies between the levels, rendered the collective identity formation process as multiphased, complex, contentious, and continuously precarious--ultimately leading to an identity crisis that was resolved not by arriving at a "consensual identity," but, rather, a "coherent identity." The findings contribute to the nascent stream of literature on collective identity beyond the organizational level by explicating identity-work processes involved in the precipitation, manifestation, and resolution of an identity crisis in an emerging field.

87 citations

Journal ArticleDOI
TL;DR: The notion of image as a "covering concept" was introduced by as discussed by the authors, who draw on a number of literatures, including social psychology, marketing/branding, political science and organization studies, to make the case that image is everything.

48 citations


Cited by
More filters
Journal ArticleDOI
TL;DR: In this paper, a systematic approach to new concept development and grounded theory articulation that is designed to bring "qualitative rigor" to the conduct and presentation of inductive research is presented.
Abstract: For all its richness and potential for discovery, qualitative research has been critiqued as too often lacking in scholarly rigor. The authors summarize a systematic approach to new concept development and grounded theory articulation that is designed to bring “qualitative rigor” to the conduct and presentation of inductive research.

6,189 citations

01 Jan 2008
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

2,134 citations

Journal ArticleDOI
TL;DR: In this paper, the authors draw on a variety of cognate literatures to discuss the field-level structural characteristics and organizational attributes that shape institutional complexity and explore the repertoire of strategies and structures that organizations deploy to cope with multiple, competing demands.
Abstract: Organizations face institutional complexity whenever they confront incompatible prescriptions from multiple institutional logics. Our interest is in how plural institutional logics, refracted through field-level structures and processes, are experienced within organizations and how organizations respond to such complexity. We draw on a variety of cognate literatures to discuss the field-level structural characteristics and organizational attributes that shape institutional complexity. We then explore the repertoire of strategies and structures that organizations deploy to cope with multiple, competing demands. The analytical framework developed herein is presented to guide future scholarship in the systematic analysis of institutional complexity. We conclude by suggesting avenues for future research.

2,129 citations

Journal ArticleDOI
TL;DR: In this paper, the authors identify various ontological assumptions underlying process research, explore its methods and challenges, and draw out some of its substantive contributions revealed in this Special Research Forum on Process Studies of Change in Organization and Management.
Abstract: Process studies focus attention on how and why things emerge, develop, grow, or terminate over time. We identify various ontological assumptions underlying process research, explore its methods and challenges, and draw out some of its substantive contributions revealed in this Special Research Forum on Process Studies of Change in Organization and Management. Process studies take time seriously, illuminate the role of tensions and contradictions in driving patterns of change, and show how interactions across levels contribute to change. They may also reveal the dynamic activity underlying the maintenance and reproduction of stability.

1,483 citations