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This research explores project manager (PM) behavior in their professional virtual communities (PVCs), using social identity theory as a theoretical foundation. The purpose is to examine the extent to which PMs seek information on key topics in the Project Management Body of Knowledge Guide (PMBoK).

A text data analytics methodology that uses quantitative and qualitative analysis techniques is followed. The research method reveals relationships in language-based data gathered from six project management forums and blogs.

Information related to all the PMBoK topics is sought in the project management virtual communities. People management topics account for a dominant portion of interactions. The findings enhance social identification theorizing for the PM role. From a practical standpoint, the findings shed light on focal areas for greater emphasis in PM PVCs.

Our people management finding constructively replicates existing findings via a large, global sample and strengthens calls for increased focus on people management matters in project management. As a result, we call for increased scholarly attention to people management in project management. Finally, we encourage pursuit of several research questions to enhance knowledge of PM information-seeking behavior.

How organizations view, value and manage their place architecture in relation to identification and corporate identity has received little research attention. The main goal of this paper is to provide an integrative understanding of the relationships between corporate identity, place architecture, and identification from a multi-disciplinary approach. It is assumed that the characteristics of the organization and of the way a corporate identity and place architecture are managed will affect employees’ and consumers’ identification.

The paper uses a theory-building case study within the phenomenological/qualitative research tradition. The data were gathered through 15 in-depth interviews with top management who were working at a London-Based Business School. In addition, six focus groups were conducted with a total of 36 academics, and new empirical insights are offered. NVivo software was used to gain insight into the various influences and relationships.

Drawing on one case study, the findings confirm that firms are using the conceptualizations of corporate identity and place architecture, including the leveraging of tangible and intangible forms of consumers’/employees’ identification, toward a university business school. The insights from a single, exploratory, case study might not be generalizable.

The relationships between corporate identity, place architecture and identification have received little research attention and have hardly been studied at all from the perspective of this paper. This paper has value to researchers in the fields of marketing, corporate identity, place architecture, design, as well as professionals involved in managing a company’s architecture. Drawing on the marketing/management theory of identity and architecture alignment, managers and policy advisors should devote attention to each element of the corporate identity and place architecture and ensure that they are meaningful, as well as in dynamic alignment.

In this chapter we discuss the implications social media have for the self-representation and identity formulation of professionals within organizations. Under the assumption that new, technology-mediated networking possibilities call for a reformulation of the boundaries between the professional and the private, we propose several avenues of investigation. The concept of “online personae” is also introduced in order to describe how managers may strive for equilibrium while balancing on and offline identities with impression management efforts.

Proceeding conceptually, we review the existing literature and practice of managerial social media use and delineate the challenges, or “tensions” professionals have to mitigate while expressing themselves online. This allows for a full exploration of digital interaction as a quest for equilibrium, between one’s professional and personal self-expression, but also between the management of one’s impression, and the emotional attachment to a social media profile.

We argue that social media may challenge current conceptions of managerial identity and work practices to a degree. Social media may demand different forms of representation both to inside and outside audiences, which can lead to the mediatization of both the professional and the organization, and call for a more conscious formulation of identity and management of impressions. We argue in particular that, within this context, online personae may serve as entities (through single or multiple accounts) delineating boundaries between the various roles managers are asked to perform within their professional and personal lives.

Managerial awareness toward a tool such as online personae may help in critically reflecting the embeddedness of managerial practice within social networks. A critical management of personae can also help in formulating identity-based strategies for gaining access and improving the quality of connections and interactions. Ultimately, as social media become a tool for workplace collaboration, the strategic thinking behind online personae might take a progressively larger importance for the success of individuals, and for organizations at large.

The chapter introduces a managerial point-of-view to the field of digital identities, widely analyzed on samples of adolescents and young adults. This allows to investigate matters proper of a professional life, such as the management of work/life boundaries, which become increasingly blurry in the online world. The chapter also introduces the concept of “online personae,” which aims at describing with more specificities the message and audience consequences behind the choice of one single social media profile, or several coexisting ones.

Given the increasing diversity in the age of job seekers worldwide and evidence of perceptions of discrimination and stereotypes of job seekers at both ends of the age continuum, the purpose of this paper is to identify how perceptions of age-related bias are connected to age-related identity management strategies of unemployed job seekers.

Data were collected from 129 unemployed job-seeking adults who were participants in a career placement service. Participants completed paper-and-pencil surveys about their experiences of age-related bias and engagement in age-related identity management strategies during their job searches.

Older job seekers reported greater perceptions of age-related bias in employment settings, and perceptions of bias related to engaging in attempts to counteract stereotypes, mislead or miscue about one's age, and avoid age-related discussions in job searching. Individuals who were less anxious about their job search were less likely to mislead about age or avoid the topic of age, whereas individuals with higher job-search self-efficacy were more likely to acknowledge their age during their job search. Older job seekers higher in emotion control were more likely to acknowledge their age.

Little is known about how job seekers attempt to compensate for or avoid age-related bias. The study provides evidence that younger and older job seekers engage in age-related identity management and that job search competencies relate to engagement in particular strategies.

Corporate marketing is a marketing and management paradigm which synthesises practical and theoretical insights from corporate image and reputation, corporate identity, corporate communications and corporate branding, among other corporate‐level constructs. The purpose of this paper is to explain the nature and relevance of corporate marketing and to detail the antecedents of the territory.

Via the adoption of a quadrivium; a traditional classical approach to the acquisition of knowledge, the paper shows how organisations can be faced by Apocalyptical scenarios through a failure to accord sufficient attention to one or more dimensions of the corporate marketing mix; explains why the emergence of corporate level constructs such as corporate image, identity, branding communications and reputation represents, both individually and collectively, the Advent of corporate marketing; details the various integrative initiatives in corporate design, corporate communications and identity studies which, together with the incremental augmentation of the marketing philosophy, find their natural dénouement in the Epiphany of corporate marketing; and describes the 6Cs of the corporate marketing mix and reflects on possible future directions in organisational marketing.

The paper reveals the efficacy of adopting an organisation‐wide corporate marketing philosophy to management decision makers and scholars.

Drawing on the marketing/management theory of identity alignment policy the paper accords attention to each dimension of the corporate marketing mix and ensures that they are in meaningful as well as in dynamic alignment.

The practical utility of corporate marketing is explicated by making reference to case vignettes, and various marketing and non‐marketing literatures.

The purpose of this study is to investigate the relationship between high‐commitment human resource management and individual knowledge‐sharing behavior. Furthermore, the mediating factors that link the relationship are examined.

The structural equation model was applied to test eight hypotheses by means of a survey of 198 practitioners.

High‐commitment human resource management was positively related to perceived organizational support. Perceived organizational support was positively associated with organizational trust and organizational commitment. Organizational commitment was positively related with knowledge‐sharing behavior. Perceived organizational support and organizational commitment mediated the relationship between high‐commitment human resource management and knowledge‐sharing behavior.

First, enterprises can foster knowledge‐sharing behavior by adopting high‐commitment HRM. Second, when employees perceive organizational support, they generate organizational commitment and then perform knowledge‐sharing behavior, benefiting the organization.

From the perspectives of social exchange and social identity, this study demonstrated how high‐commitment HRM practices dominate knowledge‐sharing behavior via perceived organizational support and organizational commitment.

As a result, the current study attempted to investigate the impact of green human resource (GHR) practices on long-term performance, and the path has been explained through organizational identification, which is supported by social identity theory.

To achieve the present study's primary goal, data were obtained from manufacturing businesses and analyzed using partial least square (Smart PLS) on the data of 284 Pakistani small and medium-sized enterprises (SMEs) registered with the small and medium-sized enterprises development authority (SMEDA).

As a result, the findings show that organizational identification explains the indirect relationship between sustainable performance and green human resource management (GHRM).

To limit the limited negative effect on the environment and society, the findings provide several suggestions for the government authorities and policymakers to adopt green practices and policies.

Green practices are essential for a company to limit its negative environmental effect. Environmental critical problems among shareholders put pressure on the firm to implement GHR practices and organizational identification with long-term success.