Corporate Culture and Employee Identity: Cooption or Commitment through Contestation?

Price, Christine; Whiteley, Alma

doi:10.1080/14697017.2014.896391

Cited by 12 publications

(12 citation statements)

References 62 publications

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“…single perspective on a corporate culture) rather than a pluralistic culture (i.e. accepting of multifarious perspectives on a given corporate culture) (Price & Whiteley, 2014;O'Reilly et al, 2014). In other words, this perspective would essentially claim that it is a managerial responsibility to build morale and ensure progression towards managerially set organizational targets and goals (Harland, Harrison, Jones & Reiter-Palmon, 2005).…”

Section: Structuring the Dynamics Of Resilience Through Organizationamentioning

confidence: 99%

Resilience and the (micro-)dynamics of organizational ambidexterity: implications for strategic HRM

Stokes

Smith

Wall

et al. 2018

The International Journal of Human Resource Management

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In the twenty-first century, resilience has emerged as an important topic linked to calls for adaptability, well-being and organizational performance. Extant strategic human resource management (HRM) literature and practices have developed many insights into resilience. However, overall, they have a propensity to conceptualise resilience as being associated with 'macro-' and 'extreme' situations. This paper complements the prevailing perspective by developing a micro-focus on resilience through the conceptual framework of organizational ambidexterity surfacing under-examined individual resilience in connection with HRM practices.Methodologically, the paper adopts a qualitative approach presenting data from two illustrative contexts: an 'everyday' quasi-governmental institution and a prima facie 'extreme' pan-international military organization. Using template analysis, a number of valuable themes and similarities are identified. The findings and discussion underline the managerial challenges in handling organizational ambidextrous dynamics and tensions surrounding resilience, positive and sceptical approaches in relation to individual and organizational stances towards HRM practices. As such, the results point at value in HRM managers and practices recontextualising and appreciating 'extremes' and resilience more as an everyday (rather than exceptional) phenomenon wherein myriad micro-moments are highly significant in constructing and influencing macro-contexts. This also implies a need to see cynical resistance as normative rather than automatically negatively.

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Section: Structuring the Dynamics Of Resilience Through Organizationamentioning

confidence: 99%

Resilience and the (micro-)dynamics of organizational ambidexterity: implications for strategic HRM

Stokes

Smith

Wall

et al. 2018

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…Lewis also discusses identity, but again from a weak position, as Lewis only skims the surface of a subject that whole texts have been written on (For example, see: Giddens 1991, Hofstede and Hofstede 2005, Smith 2007, Simmons 2008, Lawler 2009, Lumby 2009, Castells 2010, Price and Whiteley 2014. As I have identified in this paper, identity on its own is a wicked problem.…”

Section: Discussionmentioning

confidence: 98%

An alternative proposition to Lewis’ views on the ‘Constructions of professional identity in a dynamic higher education sector’

Feather

2015

Research in Post-Compulsory Education

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“…In contrast, now experience had made him more "realistic," so he expected to notice values incongruences: "I don't have perhaps the same expectations around what [espoused values] will do for the organisation." Harry noticed that leaders were influential in this process, and when they made decisions that did not reflect his personal values "that gets eroded away, that initial innocence" (see also Price & Whiteley, 2014).…”

Section: Transitioning Between Idealism Disillusionment and Cynicismmentioning

confidence: 99%

Idealism, Disillusionment, and Cynicism in Response to Values (In)Congruences in U.K. Nonprofit Organizations: An Exploratory Study

Sanderson

2021

Nonprofit and Voluntary Sector Quarterly

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I present the findings of an exploratory qualitative enquiry into how employees in U.K.-based nonprofit organizations with clearly espoused organizational values experience values (in)congruences. Participants tended to adopt one of three positions—idealism, disillusionment, or cynicism—which they may transition between at different times. I use the theoretical lenses of the ideological psychological contract, organizational identification, and organizational cynicism to interpret these employees’ experiences. These data show how ideological psychological contract and organizational identification processes are entwined as employees fluidly navigate values (in)congruence in nonprofits. This analysis supports a critical reading of organizational cynicism, demonstrating how nonprofit values can be experienced as a form of managerial control, against which employees may wish to defend their selfhood. Several directions for future research are indicated.

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Corporate Culture and Employee Identity: Cooption or Commitment through Contestation?

Cited by 12 publications

References 62 publications

Resilience and the (micro-)dynamics of organizational ambidexterity: implications for strategic HRM

Resilience and the (micro-)dynamics of organizational ambidexterity: implications for strategic HRM

An alternative proposition to Lewis’ views on the ‘Constructions of professional identity in a dynamic higher education sector’

Idealism, Disillusionment, and Cynicism in Response to Values (In)Congruences in U.K. Nonprofit Organizations: An Exploratory Study

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