Forging an Identity: An Insider-outsider Study of Processes Involved in the Formation of Organizational Identity

Abstract

We investigated the processes involved in forming an organizational identity, which we studied during the founding of a distinctive new college by using an interpretive, insider-outsider research approach. The emergent grounded theory model suggests that organizational identity formed via the interplay of eight notable processes, four of which occurred in more-or-less sequential, stage-like fashion —(1) articulating a vision, (2) experiencing a meanings void, (3) engaging in experiential contrasts, and (4) converging on a consensual identity—plus four recurrent processes that were associated with two or more of the sequential stages: (5) negotiating identity claims, (6) attaining optimal distinctiveness, (7) performing liminal actions, and (8) assimilating legitimizing feedback. The findings show that internal and external, as well as micro and macro influences affected the forging of an organizational identity. In addition, we found that both social construction and social actor views of identity-related processes were not only germane to the formation of organizational identity but that these processes were also mutually constitutive in creating a workable identity.

Ambiguity in the Identity Transformation of Public Health Organizations

“…Nevertheless, the conversion ended up being a long, complicated process since using the hospice's institutional framework meant dealing with high degrees of ambiguity and contradiction (Baier et al, 1988;Gioia et al, 2010;Ravasi & Shultz, 2006).…”

“…The study highlights the relevance of ambiguity in strategy and identity changes brought about by the work of managers in contemporary organizations (Alvesson, 1990(Alvesson, , 2013Alvesson, Ascraft, & Thomas, 2008;Alvesson & Sveningsson, 2003;Gioia, Price, Hamilton, & Thomas, 2010;Hoggett, 2006;McCabe, 2009). Ambiguity is linked to complex hierarchical relationships, imprecise goals, confusing result assessments, and unstable political support from authorities.…”

“…By using specific treatments, they would be reintegrated into their families and community. Patients' families, doctors from other hospitals and authorities agreed with the initiative in general, but opposed the Center's focus on reducing patients' stay to short periods (Gioia & Chittepeddi, 1991;Gioia et al, 2010). Under these terms, the opposition agreed with the rehabilitation model (Suchman, 1995).…”

“…With the return of democracy in 1990, the Center's directors began to maneuver in order to position the organization as the focal point of elderly health care policies in the new democratic governments (Denis et al, 1996;Gioia et al, 2010). In 1995, the Center designed and launched a comprehensive geriatric service program for the treatment, rehabilitation and social reintegration of senior adults.…”

“…This new identity was meant to endow the organization with the necessary expertise, infrastructure and human resources for a complex variety of initiatives: efficiently responding to increasing pressures for healthcare needs; being a national model for geriatric healthcare practices throughout the nation; assisting in training geriatric specialists; and conducting research. The NGI also had to assimilate the practices set forth in the New Public Management to achieve higher levels of efficiency and productivity (Gioia et al, 2010;Hall, 2010).…”