Organizational Identity and Identification: Charting New Waters and Building New Bridges

Internal branding in universities and the lessons learnt from the past: the significance of employee brand support and transformational leadership

“…Focuses staff attention on the internal activities which need to be changed in order to enhance marketplace performance Inside-out approach Outside-in approach Note Internal branding is seen as a consequence of increasing interest in internal marketing (Hankinson, 2004) Source: Based on the literature review and categorizations by Mosley (2007) (Postmes, Tanis & de Wit, 2001) Horizontal communications, informal interpersonal and socio-emotional interaction with close colleagues and others at the same level in the organization (Postmes et al, 2001) Corporate identity perspective: anchored in a strategic and visual perspective with a focus on identity as corporate communication; top management has an explicit role in the formulation of corporate identity and decides how the organization is made to appear to external audiences (Riel, 1995) Organizational identity perspective (e.g., Hatch & Schultz, 1997): anchored in the cultural perspective with a focus on the way in which organizational members make sense of issues relating to the question of 'who we are as an organization' in the context of the organizational culture and history, a collective shared understanding of the organization's distinctive values and characteristics (Albert, Ashforth & Dutton, 2000) Source: Based on this literature review (the categorizations were adapted from Karmark, 2005) Marketing can and should be implemented in non-profit organizations, including higher education institutions (HEIs). Litten (1980) comments on the benefits and risks of implementing marketing in higher educational intuitions in the USA, and offers ideas for maximizing the benefits and minimizing the risks of implementing marketing in educational institutions.…”

“…Through the use of culture tools, internal branding can therefore influence the brand related behavior of an employee, called 'brand adequate behavior' (Vallaster & de Chernatony, 2006). The norm and value based perspective is likely to be based on the organizational identification theory (e.g., Albert et al, 2000). Informal communication channels which are generally related to the organizational identity tend to influence the behavior and attitudes of staff (Stuart, 2002).…”

Psychological ownership: theoretical extensions, measurement and relation to work outcomes

“…As stated by Shamir, House, and Arthur (1993, p. 580) ''We 'do' things because of what we 'are', because by doing them we establish and affirm an identity for ourselves.'' Albert, Ashforth, and Dutton (2000) suggest that by internalizing the organizational identity as a definition of the self, the individual gains a sense of meaningfulness and connectedness. Thus, individuals may feel a sense of psychological ownership over a target at multiple levels to the extent that it appeals to and affirms their values and self-identity.…”

The ‘slippery’ concept of ‘culture’ in projects: towards alternative theoretical possibilities embedded in project practice

“…and what do I stand for? (Sturdy et al, 2006;Albert et al, 2000). For Knights and Willmott, (1999) 'identity is, in this sense, always changing despite our best endeavours to render it stable and secure.…”