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1 – 10 of over 2000Valerie Priscilla Goby and Gulnara Z. Karimova
This conceptual paper aims to respond to the dearth of theory and mechanisms for handling the inherent ethereality, multiplicity and mutability of organisational identity and…
Abstract
Purpose
This conceptual paper aims to respond to the dearth of theory and mechanisms for handling the inherent ethereality, multiplicity and mutability of organisational identity and organisational image.
Design/methodology/approach
This study considers existing approaches to organisational identity noting the diverse understandings of the paradoxical nature of identity. The authors suggest that identity is still essentially perceived as what is core and enduring about the character of an organisation with changes of identity being viewed as occurrences effectuated by events. In contrast, the authors argue that, because of the fluid interrelationships between identity and image, organisational identity is better viewed as an unstable construct.
Findings
Departing from Bakhtin’s logic of dialogism, this study proposes that identity–image result from dialogic relationships which in turn construct a system of polyphony. This study devises a preliminary polyphonic model which has the capacity to incorporate diverse stakeholder associations and fluctuating interpretations as well as situational understandings of organisational messages.
Originality/value
This study’s proposed model allows to trace how organisational identity–image is continually co-constructed recursively and cyclically and to systematise the various voices that are important for an organisation’s strategic objectives.
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Chunqing Li, Xiaoli Wang, Jieli Zhang and Chenxi Li
This paper aims to explore the key elements and dynamic formation mechanisms involved in the company identity construction during multicompany identification.
Abstract
Purpose
This paper aims to explore the key elements and dynamic formation mechanisms involved in the company identity construction during multicompany identification.
Design/methodology/approach
This study adopted a longitudinal single case study method, selected a representative company as the study case and analyzed the interactive practice of identity construction between the company and its external stakeholders based on the theory of organizational identity and sensemaking.
Findings
This study finds that the process of company identity construction for external stakeholders involves six elements. Companies mainly use a highly controlled, equality and interaction model to develop identity for a single stakeholder. Company identity is based on the company’s core identity claims and is formed by gradually integrating and cooperating with the identity claims of different stakeholders. Meeting the self-defining needs of stakeholders is a key driving force behind the evolution of company identity.
Practical implications
This study offers practical implications for companies to pursue and construct multicompany identity. For different types of external stakeholders, companies can adopt different identity sensemaking models. To build a new company identity, a company needs to do more on the basis of identity insights to break cognitive constraints and build new identity claim. Companies need to integrate new identity claims with the original identity claims. If different identity claims conflict or are difficult to reconcile, it may damage their original identity claims and companies need to evaluate the trade-offs.
Originality/value
This study expands the concept of company identity construction from the individual perspective to organizational identity and contributes to research in relationship marketing. This study identifies the key elements of company identity construction with multistakeholder participation and contributes to theory building in company identity research. The results of this study reveal the company identity construction mechanism for different external stakeholders and the dynamic formation process of multicompany identity.
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Vivek Mishra, Varun Sharma and Nishant Uppal
This study proposes that the relationship between the employee's moral identity and unethical behavior might sometimes differ from linearly negative, given certain contextual…
Abstract
Purpose
This study proposes that the relationship between the employee's moral identity and unethical behavior might sometimes differ from linearly negative, given certain contextual variations, such as unethical pro-organizational behavior (UPB). The pro-organizational motivation of UPB may appeal to individuals' morality to perform unethical behavior for their organization. Herein, using the social identity perspective, the present study hypothesizes a curvilinear relationship between moral identity and UPB with the moderation of organizational identification.
Design/methodology/approach
Data collected in two field studies, from 316 and 185 executives in Study 1 and 2, was analyzed using hierarchical regression analysis.
Findings
The results affirmed an inverted U-shaped relationship between moral identity and UPB. Further, organizational identification moderated the relationship such that an increase in organizational identification augmented the UPB tendency for low moral identity individuals while inhibiting the UPB tendency for high moral identity individuals.
Originality/value
The current study uniquely demonstrates how moral identity might promote unethical behavior in pro-organizational contexts. Further, this research shows how high moral identity might mitigate the negative outcomes of high organizational identification.
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Susana Gago-Rodríguez, Laura Lazcano and Carmen Bada
Identity regulation is part of a management control package. Organizations regulate employees’ self-identity to influence their behaviors. The success of this regulation depends…
Abstract
Purpose
Identity regulation is part of a management control package. Organizations regulate employees’ self-identity to influence their behaviors. The success of this regulation depends on its trade-off with employees’ work identities and personalities. Organizational discourse nurtures this dynamic and interactive process. We focus on the regulation of an (undesired) organizational identity that is born at the intersection of race/ethnicity, gender, sex and migrant discrimination in accounting-related positions. We aim to analyze how Latina accountants who migrate to Spain perceive that their triple status as Latina, women and migrants affects their careers as accountants and interpret whether this triple intersectional discrimination aims to create a Latina accountant’s self-identity.
Design/methodology/approach
This critical study follows a phenomenological approach to analyze the experiences of women born in Latin America who migrated to Spain to occupy accounting-related positions. A thematic analysis of their semi-structured interviews allowed us to examine the challenges faced by Latina accountants in their accounting careers in Spain.
Findings
Our interviewees' narratives display an internalization of, even resignation to, a self-identity that we label “Latina accountant identity.” This identity is based on explicit discrimination discourses that cause them to suffer from the intersection of racism, sexism and migrant conditions and is nurtured by the discourses of their senior managers, co-workers and subordinates.
Originality/value
To the best of our knowledge, this is the first study to frame the regulation of an intersectional discriminatory identity that is used to control Latina accountants from the inside, acting on the triple condition of Latinas, women and foreigners, influencing their self-perceptions regarding work and personal lives.
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This study aims to investigate the dynamic interplay between the management control system (MCS) and organizational identity (OI) in the Deepwater Horizon incident involving…
Abstract
Purpose
This study aims to investigate the dynamic interplay between the management control system (MCS) and organizational identity (OI) in the Deepwater Horizon incident involving British Petroleum (BP). It examines how the MCS manages challenges, particularly those addressing the embarrassment stemming from identity disparities between external portrayal (frontstage) and internal operations (backstage), with a focus on the often-underestimated influence of the media.
Design/methodology/approach
This study builds upon the frameworks developed by Ravasi and Schultz (2006) and Malmi and Brown (2008) to construct a theoretical framework that profoundly investigates the relationship between MCS and OI. The framework developed guided the research design and incorporated a qualitative approach complemented by an illustrative case study. The research data was rigorously gathered from diverse sources, including official BP documents and influential media outlets, with a particular focus on well-established American and British newspapers.
Findings
BP’s MCS plays a dual role: it exposes discrepancies in safety, leadership and values, causing embarrassment and identity damage, yet catalyses a sense-making process leading to organizational transformation and shifts in the OI. This transformation influences sense-giving and prompts changes in MCS. The study reveals an intricate interplay in identity management between frontstage audiences (e.g. influential media) and backstage actors (e.g. BP’s senior management). It highlights interdependencies both within and between MCS and OI, emphasizing their roles in interacting within identity management. The longitudinal recovery is intricately tied to mutual political interests between BP and the USA, which are significantly facilitated by the media’s role.
Research limitations/implications
This study acknowledges limitations that point future research opportunities. Interviews could provide a more dynamic understanding of MCS changes and organizational transformations. Investigating the role of leadership, particularly the new chief executive office, and the influence of political versus organizational factors in shaping identity claims is essential. Additionally, the effectiveness and historical context of interdependencies should be quantitatively assessed. Theoretical limitations in the OI and MCS frameworks suggest the need for context-specific categorisations. This research serves as a foundation for further exploration of the intricate dynamics between MCS, OI and organizational responses to crises.
Practical implications
This study offers valuable insights with practical implications for organizations facing identity challenges in the wake of significant incidents. Organizations can better navigate crises by recognizing the multifaceted role of MCS in identity damage and restoration. It underscores the importance of addressing both frontstage and backstage aspects of OI while managing identity discrepancies, thereby enhancing transparency and credibility. Additionally, understanding the intricate interdependencies within OI and MCS can guide organizations in implementing more effective identity restoration strategies. Furthermore, the study highlights the significance of media influence and the need to engage with it strategically during crisis management.
Social implications
This study’s findings have significant social implications for organizations and the broader public. By recognizing the multifaceted role of MCS in shaping identity, organizations can enhance transparency and credibility, rebuilding trust with the public. Additionally, the study highlights the critical role of media in influencing perceptions and decision-making during crises, emphasizing the importance of responsible and ethical reporting. Understanding the intricate interplay between MCS and OI can inform better crisis management strategies and improve how organizations respond to and recover from incidents, ultimately benefiting society by promoting more accountable and responsible corporate behaviour.
Originality/value
This study’s distinctness lies in its innovative exploration of MCS, which transcends traditional methodologies that focus narrowly on front or backstage aspects of OI and often adhere to predetermined MCS practices. It underscores the importance of concurrently addressing both the front- and backstage audiences in managing the embarrassment caused by identity discrepancies and restoration. The research uncovers multifaceted interdependencies within MCS and OI, and these extend beyond simplistic relationships and emphasize the complex nature of identity restoration management.
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Linna Zhu, Hui Yang, Yong Gao and Qiong Wang
Targeting at the inconsistent relationship between protean career orientation and turnover intentions, this study aims to uncover when and why such inconsistency occurs. It…
Abstract
Purpose
Targeting at the inconsistent relationship between protean career orientation and turnover intentions, this study aims to uncover when and why such inconsistency occurs. It emphasized the mediating role of organizational identification and moderating effects of current organizational career growth and future organizational career growth prospect.
Design/methodology/approach
The authors conducted a three-wave time-lagged study over seven months, with a sample of 1,012 participants from various occupations.
Findings
The relationship of protean career orientation to turnover intentions via organizational identification was negative when current organizational career growth was high, and it was positive when current growth was low. Future organizational career growth prospect weakened organizational identification–turnover intentions relationship. Those two moderators jointly influenced the indirect relationship. For employees low in both states, the positive indirect relationship was the most significant.
Originality/value
By integrating social identity theory and social cognitive theory, this study provides a comprehensive understanding of protean career orientation–turnover intentions relationship. It also enriches studies on protean career orientation and organizational identification–turnover intentions relationship.
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The developmental relation of informal mentoring within the organization could aid in tiding over the challenges that arise with change. The purpose is to explore the…
Abstract
Purpose
The developmental relation of informal mentoring within the organization could aid in tiding over the challenges that arise with change. The purpose is to explore the relationship between informal mentoring within the organization and change supportive behaviour to put forth a framework describing the catalytic and a priori role of informal mentoring within the organization in augmenting change readiness and facilitating change supportive behaviour for a successful organizational change.
Design/methodology/approach
Drawing on the appraisal theory of stress coping, the paper put forward a conceptual framework describing the mechanisms through which informal mentoring within the organization leads to change supportive behaviour among the individuals.
Findings
The conceptual model explains how informal mentoring within the organization develops optimism, resilience, self-efficacy and trust and facilitates change readiness among the individuals, which leads to change supportive behaviours in them. The paper also describes the influence of poor change management history and organizational identity threat on the relations.
Research limitations/implications
The paper explains the underexplored relationship between mentoring and change readiness. It also sheds light on the importance of exploring the micro-foundations of a macro-level phenomenon. Further research should focus on the differential effect of different forms of mentoring on change readiness.
Originality/value
The paper is developed based on the review of extant literature and applying the theoretical lens of appraisal theory of stress coping to the phenomenon. The paper explains the micro-foundation of the phenomenon and describes how informal mentoring would lead to a change supportive behaviour among the individuals.
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Junaid Saeed, Nasir Mehmood, Saima Aftab, Sobia Irum and Ashfaq Muhammad
There is a growing need to promote and practice sustainable HRM to foster greener organizations with trained employees who have an attitude and behavior to preserve depleting…
Abstract
Purpose
There is a growing need to promote and practice sustainable HRM to foster greener organizations with trained employees who have an attitude and behavior to preserve depleting resources. The purpose of this study is to highlight the importance of sustainable green human resource management (Green HRM) practices along with organizational identification (OI) as a mediating factor and perceived organizational support (POS) as a moderating factor.
Design/methodology/approach
Quantitative methodology was used, and the data were collected from 311 employees working in telecommunication organizations located in the twin cities of Rawalpindi and Islamabad, Pakistan. Results of the study are based on the structural equation modeling technique using Smart-PLS.
Findings
Findings revealed that OI proved to be a significant positive mediator between Green HRM and organizational citizenship behaviors for the environment. POS also proved to be a significant moderator on the relationship between Green HRM and OI.
Research limitations/implications
The study is limited to the two cities of Pakistan; future studies can focus on more cities so that the results can be more generalized.
Practical implications
This study will especially be useful for HR practitioners to develop mechanisms to initiate and encourage sustainable HR practices.
Social implications
Organizations’ positive position is established through the inculcation of green activities among their employees. Thus, a sense of responsibility and attachment among employees toward green behavior makes them good citizens. It also works well for their organization as well as for the environment. Moreover, it preserves environmental resources and helps ensure sustainability.
Originality/value
The research paper was aimed at exploring the importance of sustainable Green HRM practices in a developing country like Pakistan.
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Ali Amin, Rizwan Ali, Ramiz Ur Rehman and Collins G. Ntim
This study aims to examine the impact of chief executive officers’ (CEOs’) personal characteristics on firms’ risk taking and the moderating role of family ownership on this…
Abstract
Purpose
This study aims to examine the impact of chief executive officers’ (CEOs’) personal characteristics on firms’ risk taking and the moderating role of family ownership on this relationship.
Design/methodology/approach
This study used 2,647 firm-year observations of non-financial firms listed on Pakistan Stock Exchange over the period 2013–2021. To test the hypotheses, the authors used ordinary least squares regression and, to resolve the possible endogeneity problem, the authors used system generalized method of moments technique.
Findings
Drawing insights first from upper echelons theory, the authors report that CEOs with business, economics, finance and/or management educational background and female CEOs reduce firms’ risk-taking behaviour. Further, using insights from social and organizational identity theoretical perspectives, the results indicate that due to strong family affiliation and organizational identity, family owners exhibit risk aversion behaviour and moderate this relationship.
Originality/value
This study provides novel evidence of risk averse behaviour of CEOs with business, economics, finance and/or management educational background and female CEOs along with moderating impact of family ownership on this relationship in an emerging economy. Overall, the results extend empirical support for upper echelons and social identity theories in an emerging market context.
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Börje Boers, Torbjörn Ljungkvist and Olof Brunninge
The purpose of this study is to explore how the family firm identity is affected when it is no longer publicly communicated.
Abstract
Purpose
The purpose of this study is to explore how the family firm identity is affected when it is no longer publicly communicated.
Design/methodology/approach
A case study approach was used to follow a third-generation family business, a large Swedish home electronics firm that acquired a competitor and, initially, continued using its family firm identity after the acquisition. This study longitudinally tracks the company and its owning family using archival data combined with interviews.
Findings
The case company decided to stop communicating their identity as a family business. Such a move initially appears counterintuitive, since it potentially threatens the family firm identity and leads the firm to forgo other advantages, e.g. in branding. However, the decision was based on arguments that were rational from a business perspective, leading to a decoupling of family and firm identity.
Originality/value
This study contributes to the literature by showing a decoupling of internally experienced and externally communicated identities. It further contributes to the understanding of the family firm identity concept.
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