Majken Schultz

TL;DR: In this paper, the authors argue that organizational identity is a relatively fluid and unstable concept, and instead of destabilizing an organization, this instability in identity is actually adaptive in accomplishing change.

TL;DR: In this paper, it is argued that when companies want to communicate with stakeholders about their CSR initiatives, they need to involve those stakeholders in a two-way communication process, defined as an ongoing iterative sense-giving and sense-making process.

TL;DR: In this article, the authors present a longitudinal study of organizational responses to environmental changes that induce members to question aspects of their organization's identity and highlight the role of organizational culture as a source of cues supporting sense-making action carried out by leaders as they reevaluate their conceptualization of their organizations and as a platform for "sensegiving" actions aimed at affecting internal perceptions.

TL;DR: In this paper, the authors focus on culturally endorsed implicit theories of leadership (CLTs) and show that attributes associated with charismatic/transformational leadership will be universally endorsed as contributing to outstanding leadership.

TL;DR: The relationship between organizational culture, identity and image has been discussed in this article, where the authors argue that contemporary organizations need to define their corporate identity as a bridge between the external position of the organization in its marketplace and other relevant environments, and internal meanings formed within the organizational culture.