Identity in Organizations: Exploring Cross-Level Dynamics

References

• Albert S., Whetten D. A., Cummings L. L., Staw B. M. Organizational identity. Research in Organizational Behavior (1985) 7(JAI Press, Greenwich, CT) 263–295Google Scholar
• Albert S., Ashforth B. E., Dutton J. E. Organizational identity and identification: Charting new waters and building new bridges. Acad. Management Rev. (2000) 25(1):13–17Crossref, Google Scholar
• Alvesson M., Empson L. The construction of organizational identity: Comparative case studies of consulting firms. Scand. J. Management (2008) 24(1):1–16Crossref, Google Scholar
• Alvesson M., Willmott H. Identity regulation as organizational control: Producing the appropriate individual. J. Management Stud. (2002) 39(5):619–644Crossref, Google Scholar
• Ashforth B. E.Role Transitions in Organizational Life: An Identity-Based Perspective (2001) (Lawrence Erlbaum Associates, Mahwah, NJ) Google Scholar
• Ashforth B. E., Bartel C. A., Blader S. L., Wrzesniewski A. Identity: The elastic concept. Identity and the Modern Organization (2007) (Lawrence Erlbaum Associates, Mahwah, NJ) 85–96Google Scholar
• Ashforth B. E., Johnson S. A., Hogg M. A., Terry D. J. Which hat to wear? The relative salience of multiple identities in organizational contexts. Social Identity Processes in Organizational Contexts (2001) (Psychology Press, Philadelphia) 31–48Google Scholar
• Ashforth B. E., Mael F. A., Baum J. A. C., Dutton J. E. Organizational identity and strategy as a context for the individual. Advances in Strategic Management, Vol. 13: The Embeddedness of Strategy (1996) (JAI Press, Greenwich, CT) 19–64Google Scholar
• Ashforth B. E., Mael F. A., Kramer R. M., Neale M. A. The power of resistance: Sustaining valued identities. Power and Influence in Organizations (1998) (Sage, Thousand Oaks, CA) 89–119Crossref, Google Scholar
• Ashforth B. E., Harrison S. H., Corley K. G. Identification in organizations: An examination of four fundamental questions. J. Management (2008) 34(3):325–374Crossref, Google Scholar
• Barley S. R., Arthur M. B., Hall D. T., Lawrence B. S. Careers, identities, and institutions: The legacy of the Chicago School of Sociology. Handbook of Career Theory (1989) (Cambridge University Press, Cambridge, UK) 41–65Crossref, Google Scholar
• Barley S. R., Tolbert P. S. Institutionalization and structuration: Studying the links between action and institution. Organ. Stud. (1997) 18(1):93–117Crossref, Google Scholar
• Barney J., Whetten D. A., Godfrey P. C. Koch Industries: Organizational identity as moral philosophy. Identity in Organizations: Building Theory Through Conversations (1998) (Sage, Thousand Oaks, CA) 106–109Google Scholar
• Bartel C. A., Blader S. L., Wrzesniewski A. Preface. Identity and the Modern Organization (2007) (Lawrence Erlbaum Associates, Mahwah, NJ) xiii–xvGoogle Scholar
• Bechky B. A. Making organizational theory work: Institutions, occupations, and negotiated orders. Organ. Sci. (2011) 22(5):1157–1167Link, Google Scholar
• Brewer M. B. The social self: On being the same and different at the same time. Personality Soc. Psych. Bull. (1991) 17(5):475–482Crossref, Google Scholar
• Brown A. D. A narrative approach to collective identities. J. Management Stud. (2006) 43(4):731–753Crossref, Google Scholar
• Brown A. D., Humphreys M., Gurney P. M. Narrative, identity and change: A case study of Laskarina Holidays. J. Organ. Change Management (2005) 18(4):312–326Crossref, Google Scholar
• Cameron K. S., Quinn R. E.Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (1999) (Addison-Wesley, Reading, MA) Google Scholar
• Cheney G., Christensen L. T., Jablin F. M., Putnam L. L. Organizational identity: Linkages between internal and external communication. The New Handbook of Organizational Communication: Advances in Theory, Research, and Methods (2000) (Sage, Thousand Oaks, CA) 231–269Google Scholar
• Chreim S. The continuity–change duality in narrative texts of organizational identity. J. Management Stud. (2005) 42(3):567–593Crossref, Google Scholar
• Chreim S., Williams B. E., Hinings C. R. Interlevel influences on the reconstruction of professional role identity. Acad. Management J. (2007) 50(6):1515–1539Crossref, Google Scholar
• Collinson D. Rethinking followership: A post-structuralist analysis of follower identities. Leadership Quart. (2006) 17(2):179–189Crossref, Google Scholar
• Collinson D. L.Managing the Shopfloor: Subjectivity, Masculinity and Workplace Culture (1992) (Walter de Gruyter, Berlin) Crossref, Google Scholar
• Corley K. G. Defined by our strategy or our culture? Hierarchical differences in perceptions of organizational identity and change. Human Relations (2004) 57(9):1145–1177Crossref, Google Scholar
• Corley K. G., Gioia D. A., Easterby-Smith M., Lyles M. A. Semantic learning as change enabler: Relating organizational identity and organizational learning. The Blackwell Handbook of Organizational Learning and Knowledge Management (2003) (Blackwell, Malden, MA) 623–638Google Scholar
• Corley K. G., Gioia D. A. Identity ambiguity and change in the wake of a corporate spin-off. Admin. Sci. Quart. (2004) 49(2):173–208Crossref, Google Scholar
• Corley K. G., Harquail C. V., Pratt M. G., Glynn M. A., Fiol C. M., Hatch M. J. Guiding organizational identity through aged adolescence. J. Management Inquiry (2006) 15(2):85–99Crossref, Google Scholar
• Coupland C., Brown A. D. Constructing organizational identities on the web: A case study of Royal Dutch/Shell. J. Management Stud. (2004) 41(8):1325–1347Crossref, Google Scholar
• Crossan M. M., Lane H. W., White R. E. An organizational learning framework: From intuition to institution. Acad. Management Rev. (1999) 24(3):522–537Crossref, Google Scholar
• Czarniawska B.Narrating the Organization: Dramas of Institutional Identity (1997) (University of Chicago Press, Chicago) Google Scholar
• Deephouse D. L. To be different, or to be the same? It's a question (and theory) of strategic balance. Strategic Management J. (1999) 20(2):147–166Crossref, Google Scholar
• Dodd S. D. Metaphors and meaning: A grounded cultural model of US entrepreneurship. J. Bus. Venturing (2002) 17(5):519–535Crossref, Google Scholar
• Down S., Reveley J. Between narration and interaction: Situating first-line supervisor identity work. Human Relations (2009) 62(3):379–401Crossref, Google Scholar
• Drori I., Honig B., Sheaffer Z. The life cycle of an Internet firm: Scripts, legitimacy, and identity. Entrepreneurship Theory Practice (2009) 33(3):715–738Crossref, Google Scholar
• Dutton J. E., Dukerich J. M. Keeping an eye on the mirror: Image and identity in organizational adaptation. Acad. Management J. (1991) 34(3):517–554Crossref, Google Scholar
• Eisenberg E. M., Goodall H. L.Organizational Communication: Balancing Creativity and Constraint (2001) 3rd ed.(Bedford/St. Martin's, Boston) Google Scholar
• Elsbach K. D., Sutton R. I., Staw B. M. An expanded model of organizational identification. Research in Organizational Behavior (1999) 21(JAI Press, Stamford, CT) 163–200Google Scholar
• Elsbach K. D., Kramer R. M. Members' responses to organizational identity threats: Encountering and countering the Business Week rankings. Admin. Sci. Quart. (1996) 41(3):442–476Crossref, Google Scholar
• Feldman S. D. Nested identities. Stud. Symbolic Interaction (1979) 2:399–418Google Scholar
• Fine G. A. Negotiated orders and organizational cultures. Annual Rev. Sociol. (1984) 10:239–262Crossref, Google Scholar
• Fine G. A. Justifying work: Occupational rhetorics as resources in restaurant kitchens. Admin. Sci. Quart. (1996) 41(1):90–115Crossref, Google Scholar
• Fiol C. M. Capitalizing on paradox: The role of language in transforming organizational identities. Organ. Sci. (2002) 13(6):653–666Link, Google Scholar
• Fombrun C., Shanley M. What's in a name? Reputation building and corporate strategy. Acad. Management J. (1990) 33(2):233–258Crossref, Google Scholar
• Foreman P. O., Parent M. M. The process of organizational identity construction in iterative organizations. Corporate Reputation Rev. (2008) 11(3):222–244Crossref, Google Scholar
• Giddens A.The Constitution of Society: Outline of the Theory of Structuration (1984) (University of California Press, Berkeley) Google Scholar
• Gioia D. A., Whetten D. A., Godfrey P. C. From individual to organizational identity. Identity in Organizations: Building Theory Through Conversations (1998) (Sage, Thousand Oaks, CA) 17–31Crossref, Google Scholar
• Gioia D. A., Thomas J. B. Identity, image, and issue interpretation: Sensemaking during strategic change in academia. Admin. Sci. Quart. (1996) 41(3):370–403Crossref, Google Scholar
• Gioia D. A., Schultz M., Corley K. G. Organizational identity, image, and adaptive instability. Acad. Management Rev. (2000) 25(1):63–81Crossref, Google Scholar
• Glynn M. A. When cymbals become symbols: Conflict over organizational identity within a symphony orchestra. Organ. Sci. (2000) 11(3):285–298Link, Google Scholar
• Glynn M. A., Abzug R. Institutionalizing identity: Symbolic isomorphism and organizational names. Acad. Management J. (2002) 45(1):267–280Crossref, Google Scholar
• Hallett T., Shulman D., Fine G. A., Adler P. S. Peopling organizations: The promise of classic symbolic interactionism for an inhabited institutionalism. The Oxford Handbook of Sociology and Organization Studies: Classic Foundations (2009) (Oxford University Press, Oxford, UK) 486–509Crossref, Google Scholar
• Haslam S. A., Ellemers N. Social identity in industrial and organizational psychology: Concepts, controversies and contributions. Internat. Rev. Indust. Organ. Psych. (2005) 20:39–118Google Scholar
• Haslam S. A., Reicher S., Bartel C. A., Blader S. L., Wrzesniewski A. Social identity and the dynamics of organizational life: Insights from the BBC Prison Study. Identity and the Modern Organization (2007) (Lawrence Erlbaum Associates, Mahwah, NJ) 135–166Google Scholar
• Hatch M. J., Schultz M. The dynamics of organizational identity. Human Relations (2002) 55(8):989–1018Crossref, Google Scholar
• House R., Rousseau D. M., Thomas-Hunt M., Cummings L. L., Staw B. M. The meso paradigm: A framework for the integration of micro and macro organizational behavior. Research in Organizational Behavior (1995) 17(JAI Press, Greenwich, CT) 71–114Google Scholar
• Ibarra H. Provisional selves: Experimenting with image and identity in professional adaptation. Admin. Sci. Quart. (1999) 44(4):764–791Crossref, Google Scholar
• Jermier J. M., Slocum J. W., Fry L. W., Gaines J. Organizational subcultures in a soft bureaucracy: Resistance behind the myth and facade of an official culture. Organ. Sci. (1991) 2(2):170–194Link, Google Scholar
• Kitay J., Wright C. From prophets to profits: The occupational rhetoric of management consultants. Human Relations (2007) 60(11):1613–1640Crossref, Google Scholar
• Klein K. J., Kozlowski S. W. J.Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions (2000) (Jossey-Bass, San Francisco) Google Scholar
• Kozlowski S. W. J., Klein K. J., Klein K. J., Kozlowski S. W. J. A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes. Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions (2000) (Jossey-Bass, San Francisco) 3–90Google Scholar
• Kuhn T. A “demented work ethic” and a “lifestyle firm”: Discourse, identity, and workplace time commitments. Organ. Stud. (2006) 27(9):1339–1358Crossref, Google Scholar
• Livengood R. S., Reger R. K. That's our turf! Identity domains and competitive dynamics. Acad. Management Rev. (2010) 35(1):48–66Crossref, Google Scholar
• Lounsbury M., Glynn M. A. Cultural entrepreneurship: Stories, legitimacy, and the acquisition of resources. Strategic Management J. (2001) 22(6–7):545–564Crossref, Google Scholar
• Martin J., Feldman M. S., Hatch M. J., Sitkin S. B. The uniqueness paradox in organizational stories. Admin. Sci. Quart. (1983) 28(3):438–453Crossref, Google Scholar
• Meisenbach R. J. Working with tensions: Materiality, discourse, and (dis)empowerment in occupational identity negotiation among higher education fund-raisers. Management Comm. Quart. (2008) 22(2):258–287Crossref, Google Scholar
• Meyerson D. E., Scully M. A. Tempered radicalism and the politics of ambivalence and change. Organ. Sci. (1995) 6(5):585–600Link, Google Scholar
• Meyerson D., Tompkins M. Tempered radicals as institutional change agents: The case of advancing gender equity at the University of Michigan. Harvard J. Law Gender (2007) 30(2):303–322Google Scholar
• Miller D., Friesen P. Archetypes of organizational transition. Admin. Sci. Quart. (1980) 25(2):268–299Crossref, Google Scholar
• Morgeson F. P., Hofmann D. A. The structure and function of collective constructs: Implications for multilevel research and theory development. Acad. Management Rev. (1999) 24(2):249–265Crossref, Google Scholar
• Nag R., Corley K. G., Gioia D. A. The intersection of organizational identity, knowledge, and practice: Attempting strategic change via knowledge grafting. Acad. Management J. (2007) 50(4):821–847Crossref, Google Scholar
• Norman P. M., Artz K. W., Martinez R. J. Does it pay to be different? Competitive non-conformity under different regulatory regimes. J. Bus. Res. (2007) 60(11):1135–1143Crossref, Google Scholar
• Pedersen J. S., Dobbin F. In search of identity and legitimation: Bridging organizational culture and neoinstitutionalism. Amer. Behav. Scientist (2006) 49(7):897–907Crossref, Google Scholar
• Pfeffer J.Power in Organizations (1981) (Pitman, Marshfield, MA) Google Scholar
• Porac J. F., Thomas H., Baden-Fuller C. Competitive groups as cognitive communities: The case of Scottish knitwear manufacturers. J. Management Stud. (1989) 26(4):397–416Crossref, Google Scholar
• Postmes T., Jetten J., Postmes T., Jetten J. Reconciling individuality and the group. Individuality and the Group: Advances in Social Identity (2006) (Sage, London) 258–269Crossref, Google Scholar
• Pratt M. G., Whetten D. A., Godfrey P. C. To be or not to be? Central questions in organizational identification. Identity in Organizations: Building Theory Through Conversations (1998) (Sage, Thousand Oaks, CA) 171–207Crossref, Google Scholar
• Pratt M. G. The good, the bad, and the ambivalent: Managing identification among Amway distributors. Admin. Sci. Quart. (2000) 45(3):456–493Crossref, Google Scholar
• Price K., Gioia D. A. The self-monitoring organization: Minimizing discrepancies among differing images of organizational identity. Corporate Reputation Rev. (2008) 11(3):208–221Crossref, Google Scholar
• Ravasi D., Schultz M. Responding to organizational identity threats: Exploring the role of organizational culture. Acad. Management J. (2006) 49(3):433–458Crossref, Google Scholar
• Scott S. G., Lane V. R. A stakeholder approach to organizational identity. Acad. Management Rev. (2000) 25(1):43–62Crossref, Google Scholar
• Scott C. R., Corman S. R., Cheney G. Development of a structuration model of identification in the organization. Comm. Theory (1998) 8(3):298–336Crossref, Google Scholar
• Sluss D. M., Ashforth B. E. Relational identity and identification: Defining ourselves through work relationships. Acad. Management Rev. (2007) 32(1):9–32Crossref, Google Scholar
• Staw B. M., Sutton R. I., Murnighan J. K. Macro organizational psychology. Social Psychology in Organizations: Advances in Theory and Research (1993) (Prentice Hall, Englewood Cliffs, NJ) 350–384Google Scholar
• Storey J., Salaman G., Platman K. Living with enterprise in an enterprise economy: Freelance and contract workers in the media. Human Relations (2005) 58(8):1033–1054Crossref, Google Scholar
• Sturm S. The architecture of inclusion: Advancing workplace equity in higher education. Harvard J. Law Gender (2006) 29(2):247–334Google Scholar
• Sveningsson S., Alvesson M. Managing managerial identities: Organizational fragmentation, discourse and identity struggle. Human Relations (2003) 56(10):1163–1193Crossref, Google Scholar
• Turner J. C., Hogg M. A., Oakes P. J., Reicher S. D., Wetherell M. S.Rediscovering the Social Group: A Self-Categorization Theory (1987) (Blackwell, Oxford, UK) Google Scholar
• Vaara E., Tienari J., Säntti R. The international match: Metaphors as vehicles of social identity-building in cross-border mergers. Human Relations (2003) 56(4):419–451Crossref, Google Scholar
• Watson T. J. Managing identity: Identity work, personal predicaments and structural circumstances. Organization (2008) 15(1):121–143Crossref, Google Scholar
• Weick K. E. Small wins: Redefining the scale of social problems. Amer. Psych. (1984) 39(1):40–49Crossref, Google Scholar
• Weick K. E.Sensemaking in Organizations (1995) (Sage, Thousand Oaks, CA) Google Scholar
• Westenholz A. Identity work and meaning arena: Beyond actor/structure and micro/macro distinctions in an empirical analysis of IT workers. Amer. Behav. Scientist (2006) 49(7):1015–1029Crossref, Google Scholar
• Whetten D. A. Albert and Whetten revisited: Strengthening the concept of organizational identity. J. Management Inquiry (2006) 15(3):219–234Crossref, Google Scholar
• Whetten D. A., Bartel C. A., Blader S. L., Wrzesniewski A. A critique of organizational identity scholarship: Challenging the uncritical use of social identity theory when social identities are also social actors. Identity and the Modern Organization (2007) (Lawrence Erlbaum Associates, Mahwah, NJ) 253–272Google Scholar
• Wiley N. The micro-macro problem in social theory. Sociol. Theory (1988) 6(2):254–261Crossref, Google Scholar
• Williams K. Y., O'Reilly C. A., Staw B. M., Cummings L. L. Demography and diversity in organizations: A review of 40 years of research. Research in Organizational Behavior (1998) 20(JAI Press, Greenwich, CT) 77–140Google Scholar
• Zucker L. G. The role of institutionalization in cultural persistence. Amer. Sociol. Rev. (1977) 42(5):726–743Crossref, Google Scholar