Organizational Identity within the Strategic Management Conversation: Contributions and Assumptions

Balancing between stability and variety: Identity and trust trade-offs in networks

“…Previous research points out that the formulation of an identity provides criteria for selecting what passes for ''knowledge'' as opposed to ''noise'' that should not be noticed (Luhmann, 1990). Similarly, Stimpert, Gustafson, and Sarason (1998) find that identity is germane to action and performance, and it influences which stimuli are noticed. Learning can be seen as an evolutionary process built on an organisation's identity; an identity that is created by both structural and individual factors (Huemer & Ö stergren, 2000).…”

Organizations as complex adaptive systems: Implications of Complexity Theory for leadership research

“…Organizational identity shapes the organization and its reactions by influencing the meaning of events and the set of actions that come to occur (Dutton & Dukerich, 1991;Gioia, 1998); it focuses attention on issues, influences resource allocation, and can be motivational (Stimpert, Gustafson, & Sarason, 1998). Given its critical role in sense-making and action-taking, it is suggested that an organization's identity can be the primary constraint on its adaptive capacity (Bouchikhi & Kimberly, 2003).…”

Strategic entrepreneurship within family-controlled firms: Opportunities and challenges

“…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). In doing so, an identity has positive reputational effects and can serve as a sustainable competitive advantage (Stimpert, Gustafson, & Sarason, 1998). However, while supporting strategic activities, a strong family identity can also deter entrepreneurial activities that push the firm into different domains in that such moves create uncertainty about identity (Shepherd & Haynie, 2009).…”