we are a school of information, not a schoolof culinary arts, for example, and, more specifically, not a school of computerscience). Greenwood, C. Oliver, R. Suddaby, & K. Sahlin (Eds. For each of the denominations examined Assemblies of God, Association of Vineyard Churches, Episcopal Church, Lutheran Church Missouri Synod, National Baptist Convention, Reformed Church in America, United Church of Christ, … Capitalizing on paradox: The role of language in transforming organ-Fox-Wolfgramm, S.J., Boal, K.B., & Hunt, J.G. (2010) gives us a good picture of some fundamentaconcepts, phases and sub-processes germane to the general process. Institutionalized organizations: Formal structure asNag, R., Corley, K.G., & Gioia, D.A. (2002). Gioia and Thomas (1996), too, speculated about therole of organizational vision in inducing identity change. Further, Ybema et al. Cooperation and organizational identification. (1999). Support higher levels of automation and communication between IAM modules.
(1996). (2006, p. 93) also observed that, barring Elsbach and Kramer’s(1996) work, the attribute of distinctiveness has received a “superficiament, with the criterion of distinctiveness rarely being demonstrated. (1977). Overall, then, we maintain that it is more appropriate and accu-rate to refer to identity as having continuity over time rather than labeling it as“enduring”, which we consider to be a subtle but significant misnomer.Over the relatively brief history of organizational identity study,of perspectives on the phenomenon have evolved. In addition, founders articulate identity claims onbehalf of the organization, effectively giving sense to both insiders and outsi-ders about the mission of the organization and how it intends to achievethat purpose (Gioia et al., 2010). In terms of substitution, theyoften describe identity change as a “punctuated equilibrium” (Gersick, 1991;Romanelli & Tushman, 1994), unfolding over longer periods of time andthat identity change “may lead to loss” (a proposition drawn from Erikson’observation of identity loss among WWII soldiers). 104). Larsen (Eds. We con-sider this view of identity to be oversimplified and starkly impoverished.Actually, we consider the view to be an inaccurate application ofof identity itself. Organization science, 22(5), 1240-1253. When we research the problems of identity we want to answer questions 'Who we are? Gioia and Thomas (1996) demon-strated that top managers’ beliefs about identity (as fluid and malleabl“prospective sense-making” contributed, in large part, to an identity-initiative. Together, the six mechanisms make organ-izational identity more familiar and appealing. Finally, an early study by Cook and Yanow (1993),although framed as a culture study, can be easily viewed asshowing that it is possible for identity change to be an emergeas members confront changes occurring within the organization.This last-noted study, however, prompts us to acknowledge a frequentquestion about the relationship between organizational identity and organiz-ational culture. Social movement theorists’ portrayal of collective identity as con-structed, set in motion and sustained through interaction amongcommunity (Taylor & Whittier, 1992) indicates that its emergence involvesprocesses of social construction as members interact and negotiateat “shared values, definition of the situation and plan of action” (Gecas,2000, p. 100).
One, our readings indicatethat the recent surge in identity research has been influenced by studies onidentity from the institutional and population ecology perspectives, especiallythe former. Organizational identity and organizational learning:Downloaded by [Arizona State University] at 10:11 14 May 2013 Brown, R., & Williams, J. (2007) highlighted the importance of the institutional context, suggestingthat new organizations form identities for the express purpose of gaining legiti-macy, such that identity work is especially intense in the case ofcontexts that do not provide already-endorsed categorical identities. (1999).
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Identity And Change