A Strategy Conversation on the Topic of Organization Identity

Barney, Jay B.; Bunderson, J. Stuart; Foreman, Peter O.; Gustafson, Loren T.; Huff, Anne Sigismund; Martins, Luis L.; Reger, Rhonda K.; Sarason, Yolanda; Stimpert, J. L.

doi:10.4135/9781452231495.n5

Cited by 44 publications

(44 citation statements)

References 0 publications

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“…On the other hand, a nonfamily identity may also be rooted more specifically in the firm's history of being an industry niche leader or a leader in a particular technology. As the external environment shifts and the firm's niche becomes absorbed by the broader industry or the firm's technology becomes obsolete, this more defined non-family identity can deter entrepreneurial activities that can allow the firm to reinvent itself (i.e., expand beyond its core niche or technology) (Barney et al, 1998). In summary, a non-family identity can either support or undermine a balance of strategic and entrepreneurial activities, depending on how the identity is defined.…”

Section: Contrasting Family-controlled and Non-family Firms Along Thementioning

confidence: 98%

“…A strong identity may support strategic activities and allow the firm to gain a source of competitive advantage. For example, firms can make fast decisions by limiting the scope of opportunities to a more carefully-specified set as defined by their identity (Barney et al, 1998). An identity also may serve as an attractive, consistent image of the organization to its various stakeholders, including customers, employees, investors, and suppliers (Dutton & Dukerich, 1991;Kogut & Zander, 1996).…”

Section: Dimensionmentioning

confidence: 99%

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Strategic entrepreneurship within family-controlled firms: Opportunities and challenges

Webb

Ketchen

Ireland

2010

Journal of Family Business Strategy

124

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Section: Contrasting Family-controlled and Non-family Firms Along Thementioning

confidence: 98%

Section: Dimensionmentioning

confidence: 99%

Strategic entrepreneurship within family-controlled firms: Opportunities and challenges

Webb

Ketchen

Ireland

2010

Journal of Family Business Strategy

124

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“…These identities help organizations make difficult decisions, guide the interpretation of organizational issues, subsequent decision making (Dutton and Dukerich 1991), and influence the survival and performance of organizations (Barney et al 1998).…”

Section: The Role Of Franchise Branding In Attracting Franchiseesmentioning

confidence: 99%

Franchise branding: an organizational identity perspective

Zachary

McKenny

Short

et al. 2011

J. of the Acad. Mark. Sci.

100

106

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Despite the call for increased theoretical diversity in franchising research, the incorporation of organizational theory into this literature has been minimal. In response, we examine how aspects of organizational identity are represented in franchisee recruitment Web sites. We develop the concept of franchise branding to understand how franchisors position franchise opportunities to attract potential franchisees. We find that firms in the Franchise 500 use more language associated with market orientation, entrepreneurial orientation, and charismatic rhetoric when compared to a sample of lower-performing franchises. We also examine the impact of franchisor size and age to examine how liabilities of size and newness impact language use. We find that larger firms tend to use more rhetoric but detect no significant differences based on age. We conclude by discussing future possibilities for incorporating additional theoretical perspectives into the franchising literature.

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“…Organizational identity is defined as the core characteristics of an organization that are central and enduring and that distinguish it from other similar organizations (Albert & Whetten, 1985). These identities guide the sense-and decision-making rules that are deemed acceptable for members of the organization (Dutton & Dukerich, 1991) and have been suggested to be key in the ongoing success of the organization (Barney et al, 1998).…”

Section: Assessing the Espoused Goals Of Private Family Firmsmentioning

confidence: 99%

Assessing Espoused Goals in Private Family Firms Using Content Analysis

McKenny

Short

Zachary

et al. 2011

Family Business Review

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Understanding how private family firms gauge performance is of great interest to family business scholars. Unfortunately, finding comparable data to understand differences in the performance of such firms is challenging. This study draws from the organizational identity literature to show how private family firms communicate different goals in publicly available organizational narratives. The authors illustrate a process using content analysis that allows family business scholars to create a comparative data set that captures both normative and utilitarian goals using website and press release narratives from a sample of Australian firms.

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A Strategy Conversation on the Topic of Organization Identity

Cited by 44 publications

References 0 publications

Strategic entrepreneurship within family-controlled firms: Opportunities and challenges

Strategic entrepreneurship within family-controlled firms: Opportunities and challenges

Franchise branding: an organizational identity perspective

Assessing Espoused Goals in Private Family Firms Using Content Analysis

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