Through a six-year qualitative study of medical residents, we build theory about professional identity construction. We found that identity construction was triggered by work-identity integrity violations: an experienced mismatch between what physicians did and who they were. These violations were resolved through identity customization processes (enriching, patching, or splinting), which were part of interrelated identity and work learning cycles. Implications of our findings (e.g., for member identification) for both theory and practice are discussed.

Constructing Professional Identity: The Role of Work and Identity Learning Cycles in the Customization of Identity Among Medical Residents

The Future of Resource-Based Theory: Revitalization or Decline?

Organizational boundaries are a central phenomenon, yet despite their significance, research is dominated by transaction cost economics and related exchange-efficiency perspectives. While useful, it is time to engage in a broader view. Our purpose is to provide a deeper understanding of organizational boundaries. First, we develop four boundary conceptions (efficiency, power, competence, and identity) and their distinctive features including organizational and environmental assumptions, unique conception of boundaries, theoretical arguments, empirical validity, contributions, and limitations. Efficiency takes a legal-ownership view of atomistic boundary decisions. In contrast, the power conception emphasizes the sphere of influence of the organization, while competence focuses on the resource portfolio and its related configuration, and identity centers on the often unconscious mind-set by which organizational members understand "who we are." We also indicate relationships, both coevolutionary and synergistic, among the conceptions. Second, we juxtapose these conceptions with the current literature to create a springboard for a renewed research agenda. This agenda includes greater focus on nonefficiency perspectives, relationships (not competition) among boundary conceptions, studies that take the normative implication of theories more seriously, and problem-driven research on contemporary boundary issues such as contract employment and business ecosystems.

Organizational Boundaries and Theories of Organization

Exploring the concept of familiness: Introducing family firm identity

Public service motivation (PSM) is a prominent concept within current Public Administration, as it refers to the drive for public interested and altruistic behaviour. Although substantial empirical research on its nature and its impact is available, little is known on the origins of PSM. Led by cues provided by previous empirical research, this article seeks to develop a general theory of PSM, encompassing both causes and consequences of PSM. Based on an interdisciplinary approach, elements of institutional theory and motivational psychology are fused together, blending into an operational theory of PSM.

Toward a public administration theory of public service motivation

What is Organizational Identity

Contents: Foreword by Anne S. Huff Resurrecting the Future of Strategy Consulting by Franz Liebl Introduction 1. Identity as a Blind Spot in Strategy Making 2. What is Organizational Identity? 3. Identity and Strategy: A Dynamic Framework for Connecting the Past with the Future 4. The Impact of Desired Identities: What Does it Mean for Strategy Making in Practice? 5. How to Evolve a Desired and Attainable Market Strategy: Designing a Strategy Making Process 6. Designed Strategy Making in Practice: A Case Study 7. The Impact of Identity: Lessons Learned 8. Conclusions Bibliography Index

Olaf G. Rughase

Papers

What is Organizational Identity

Identity and Strategy: How Individual Visions Enable the Design of a Market Strategy that Works

Identity and Strategy