Defensive reactions and strategies for managing paradoxes of identity: three contrasting case studies

Abstract

Purpose

In fact, this research seeks to understand, on the one hand, the nature of defensive reactions and, on the other hand, the strategies mobilised by actors to deal with paradoxes of identity.

Design/methodology/approach

The authors mobilise a qualitative methodology based on three contrasting longitudinal case studies, several sequences of non-participant observations, semi-structured interviews and secondary data.

Findings

The results show, on the one hand, close professional identities despite different organisations and, on the other hand, different reactions and strategies for managing paradoxes of identity despite the proximity of professional identities.

Originality/value

Beyond the singularity of the paradoxes of identity studied, the research invites the authors to develop spaces for discussion.

Citation

Ghares, M., Gilson, A. and Ndiaye, A. (2022), "Defensive reactions and strategies for managing paradoxes of identity: three contrasting case studies", Journal of Organizational Change Management, Vol. 35 No. 1, pp. 59-77. https://doi.org/10.1108/JOCM-12-2020-0390