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Organizational identity

About: Organizational identity is a research topic. Over the lifetime, 1729 publications have been published within this topic receiving 82729 citations. The topic is also known as: organisational identity.


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Journal ArticleDOI
TL;DR: In this article, self-report data from 297 alumni of an all-male religious college indicate that identification with the alma mater was associated with: (1) the hypothesized organizational antecedents of organizational distinctiveness, organizational prestige, and (absence of) intraorganizational competition, but not with interorganization competition, the hypothesized individual antecedent of satisfaction with the organization, tenure as students, and sentimentality, not with recency of attendance, number of schools attended, or the existence of a mentor, and hypothesized outcomes of making financial contributions, willingness to
Abstract: Summary Organizational identification is defined as a perceived oneness with an organization and the experience of the organization's successes and failures as one's own. While identification is considered important to the organization, it has not been clearly operationalized. The current study tests a proposed model of organizational identification. Self-report data from 297 alumni of an all-male religious college indicate that identification with the alma mater was associated with: (1) the hypothesized organizational antecedents of organizational distinctiveness, organizational prestige, and (absence of) intraorganizational competition, but not with interorganizational competition, (2) the hypothesized individual antecedents of satisfaction with the organization, tenure as students, and sentimentality, but not with recency of attendance, number of schools attended, or the existence of a mentor, and (3) the hypothesized outcomes of making financial contributions, willingness to advise one's offspring and others to attend the college, and participating in various school functions. The findings provide direction for academic administrators seeking to increase alumni support, as well as for corporate managers concerned about the loyalty of workers in an era of mergers and takeovers.

4,726 citations

Journal ArticleDOI
TL;DR: In this paper, Bergami et al. developed a model to explain how images of one's work organization shape the strength of his or her identification with the organization and how members assess the attractiveness of these images by how well the image preserves the continuity of their self-concept, provides distinctiveness, and enhances self-esteem.
Abstract: We thank Massimo Bergami, Arthur Brief, Mason Carpenter, Brian Golden, Frances Hauge, Rod Kramer, Sharon Lobel, Reuben McDaniel, Debra Meyerson, Wendy Penner, Sandy Piderit, Linda Pike, Mlchael Pratt, Robert Quinn, Anat Rafaeli, Lance Sandelands, Bob Sutton, David Whetten, Batia Wiesenfeld, and three anonymous reviewers for comments on earlier drafts of this paper. We develop a model to explain how images of one's work organization shape the strength of his or her identification with the organization. We focus on two key organizational images: one based on what a member believes is distinctive, central, and enduring about his or her organization and one based on a member's beliefs about what outsiders think about the organization. According to the model, members assess the attractiveness of these images by how well the image preserves the continuity of their self-concept, provides distinctiveness, and enhances self-esteem. The model leads to a number of propositions about how organizational identification affects members' patterns of social interaction.'

4,469 citations

Journal ArticleDOI
TL;DR: In this article, the authors address how individuals make sense of their organization's response to a nontraditional and emotional strategic issue, and the reported research also concerned microprocesses involved in the response.
Abstract: This article addresses how individuals make sense of their organization's response to a nontraditional and emotional strategic issue. The reported research also concerned microprocesses involved in...

2,548 citations

Journal ArticleDOI
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.
Abstract: Organizational identity usually is portrayed as that which is core, distinctive, and enduring about the character of an organization. We argue that because of the reciprocal interrelationships between identity and image, organizational identity, rather than enduring, is better viewed as a relatively fluid and unstable concept. We further argue that instead of destabilizing an organization, this instability in identity is actually adaptive in accomplishing change. The analysis leads to some provocative, but nonetheless constructive, implications for theory, research, and practice.

1,912 citations

Journal ArticleDOI
TL;DR: Dooris et al. as mentioned in this paper investigated how top management teams in higher education institutions make sense of important issues that affect strategic change in modern academia and found that under conditions of change, top management team members' perceptions of identity and image, especially desired future image, are key to the sensemaking process and serve as important links between the organization's internal context and the issue interpretations.
Abstract: We would like to acknowledge helpful reviews on earlier drafts of this paper from Michael Dooris, Janet Dukerich, Marlene Fiol, Kristian Kreiner, Ajay Mehra, and Majken Sqhultz. We also acknowledge the assistance of Shawn Clark, David Ketchen, Lee Ann Joyce, and Mark Youndt in the data analysis. This study investigates how top management teams in higher education institutions make sense of important issues that affect strategic change in modern academia. We used a two-phase research approach that progressed from a grounded model anchored in a case study to a quantitative, generalizable study of the issue interpretation process, using 611 executives from 372 colleges and universities in the United States. The findings suggest that under conditions of change, top management team members' perceptions of identity and image, especially desired future image, are key to the sensemaking process and serve as important links between the organization's internal context and the team members' issue interpretations. Rather than using the more common business issue categories of "threats" and "opportunities," team members distinguished their interpretations mainly according to "strategic" or "political" categorizations.'

1,723 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202321
202266
202195
202090
2019105
2018111