Elite identity and status anxiety: An interpretative phenomenological analysis of management consultants

Gill, M John

doi:10.1177/1350508413514287

Cited by 96 publications

(140 citation statements)

References 76 publications

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“…However, without claiming, their marks entrap them into the fantasies of certain ways of being (see Sveningsson & Larsson, 2006). This reproduces conforming selves within the closure of what to be and how to be, and brings oppression, stress, and unease (Alvesson & Willmott, 2002;Collinson, 2003;M. J. Gill, 2015).…”

Section: Discussionmentioning

confidence: 94%

Identity Work as an Event

Aslan

2016

Journal of Management Inquiry

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Depending on the dualisms of mind-body, subject-object, inside-outside, and so forth, most identity work studies in organization studies neglect the affective and material aspects of identity work. Drawing on an ethnographic study and practice theory, I analyze how the live-statue enacts her identity in the street. Her identity work can highlight the affective and material aspects of identity work beyond dualisms. Conceptualizing identity work as an event depending on existential feelings, I found that the live-statue's identity work depends on existential feelings of "submission to the street" that have both active and passive aspects, and which emerge from the process of to affect and to be affected. My study also highlights this process within situated interactions and material arrangements.

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Section: Discussionmentioning

confidence: 94%

Identity Work as an Event

Aslan

2016

Journal of Management Inquiry

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“…For one thing, identity may be less stable than is implied by the CED properties (Gioia et al, 2013). Further, the notion of a single organizational identity to which all members adhere is contestable, not least because there may be multiple and sometimes conflicting internal views of what that identity is (Glynn 2000;Whittle, 2005;2006;Gill, 2015;Sveningsson and Alvesson 2003). Having said this, Foreman and Whetten (2002) find that even within multiple identity organizations, identity congruence can occur, which has a significant effect on member commitment.…”

Section: Theory: Corporate Reputation and Identitymentioning

confidence: 99%

Reputation and identity conflict in management consulting

2016

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Based on a case study of a large consulting firm, this paper makes two contributions to the literature on reputation and identity by examining how an organization responds when its identity is substantially misaligned with the experience and perceptions of external stakeholders that form the basis of reputational judgments. First, rather than triggering some form of identity adaptation, it outlines how other forms of identity can come into play to remediate this gap, buffering the organization's identity from change. This shift to other individual identities is facilitated by a low organizational identity context even when the identity of the firm is coherent and strong. The second contribution concerns the conceptualization of consulting and other professional service firms. We explain how reputation and identity interact in the context of the distinctive organizational features of these firms. Notably, their loosely coupled structure and the central importance of expert knowledge claims enable individual consultants both to reinforce and supplement corporate reputation via individual identity work.

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“…Misconduct can be perceived as an acceptable behavior in some institutional contexts (Roulet & Touboul, 2015;Roulet, 2015a). As initially pointed out by Gill's concept of identity regulation (Gill, 2013), taking in account a diversity of opinions including insiders' perception of outsiders' points of view, is crucial when looking at organizational identity.…”

Section: Theoretical Contributionsmentioning

confidence: 99%

Good to be disliked? Exploring the relationship between disapproval of organizations and job satisfaction in the French context

Roulet¹

2017

Journal of General Management

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Previous research has found that a positive relationship exists between favorable perception of a firm and employees' job satisfaction: the more positively an organization is perceived, the happier are its workers. However, the current literature has overlooked the consequences of a negative corporate image, or disapproval of organizations.Building on the concept of organizational identification and the social identity literature, we fill in this gap and counterintuitively argue that employees are more likely to identify and align with their organizations when it faces illegitimate criticism. We test our hypotheses on a large-scale survey collected in France and find that perception of disapproval of an organization has indeed an adverse effect on job satisfaction. However, if employees perceive criticism as illegitimate, job satisfaction is positively impacted. This study suggests the existence of micro-level social identity reactions in case of unjustified disapprobation: employees stick together and hold the line against criticism, strengthening the collective identity and adding positive emotional value to the work experience.

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Elite identity and status anxiety: An interpretative phenomenological analysis of management consultants

Cited by 96 publications

References 76 publications

Identity Work as an Event

Identity Work as an Event

Reputation and identity conflict in management consulting

Good to be disliked? Exploring the relationship between disapproval of organizations and job satisfaction in the French context

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