A Model for Organizational Identity: Exploring the Path to Sustainability During Change  

Oleh:

Hansen, Carol D.

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: Human Resource Development Review vol. 1 no. 3 (Sep. 2002), page 277-303.
Topik: varying degrees off luidity and may be altered without losing the central; distinctive; and enduring essence ofthe organization
Fulltext: 277HRDR13.pdf (141.95KB)

Isi artikel

Mergers and other change events dramatically transform organizational life, often altering an organization’s essential nature—its identity. In an effort to more effectively manage the change process, it is important to understand the impact ofc hange and those aspects that, ifc hanged, put the organization’s identity at greatest peril. This study qualitatively explored these issues by examining the content ofidentity and the effects ofc hange in a commercial aviation company that was undergoing a merger. Drawing upon Albert and Whetten’s definition of organizational identity, a model of organizational attributes emerged that consisted ofcor e attributes and application attributes. The data illustrate that the organization’s core attributes—its central purpose and distinctive philosophy—constitute organizational identity. The second category ofapplication attributes— priorities, practices, and projections—have varying degrees off luidity and may be altered without losing the central, distinctive, and enduring essence ofthe organization. The article concludes with propositions for future research.

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