Organizations, like people, have essential natures defined by their formative experiences, their beliefs, their knowledge bases and their core competences. Attempts at change that are in conflict with this core identity are often doomed to failure. Managers can learn to recognize such conflicts and initiate identity change to make their companies more adaptive. The transformation […]
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5. Organizational identity
In this article Mary Jo Hatch and Majken Schulz bring together existing theory concerning the links between organizational identities and images, with new theory concerning how reflection embeds identity in organizational culture and how identity expresses cultural understandings through symbols. They offer a model of organizational identity dynamics built on four processes linking organizational identity […]