Organizational Identity presents the classic works on organizational identity alongside more current thinking on the issues. Ranging from theoretical contributions to empirical studies, the readings in this volume address the key issues of organizational identity, and show how these issues have developed through contributions from such diverse fields of study as sociology, psychology, management studies and cultural studies. The readings examine questions such as how organizations understand who they are, why organizations develop a sense of identity and belonging where the boundaries of identity lie and the implications of postmodern and critical theories' challenges to the concept of identity as deeply-rooted and authentic. Includes work by: Stuart Albert, Mats Alvesson, Blake E. Ashforth, Marilynn B. Brewer, George Cheney, Lars Thoger Christensen, C.H. Cooley, Kevin G. Corley, Barbara Czarniawska, Janet M. Dukerich, Jane E. Dutton, Kimberly D. Elsbach, Wendi Gardner, Linda E. Ginzela, Dennis A. Gioia, E. Goffman, Karen Golden-Biddle, Mary Jo Hatch, Roderick M. Kramer, Fred Rael, G.H. Mead, Michael G. Pratt, Anat Rafaeli, Hayagreeva Rao, Majken Schultz, Howard S. Schwartz, Robert I. Sutton, Henri Taijfel, John Turner, David A. Wherren, and Hugh Willmott. Intended to provide easy access to this material for students of organizational identity, it will also be of interest more broadly to students of business, sociology and psychology.

This companion is a prestige reference work that offers students and researchers a comprehensive overview of the emerging co-created, multi-stakeholder, and sustainable approach to corporate brand management, representing a paradigm shift in the literature. The volume contains 30 chapters, organised into 6 thematic sections. The first section is an introductory one, which underscores the evolution of brand management thinking over time, presenting the corporate brand management field, introducing the current debates in the literature, and discussing the key dimensions of the emerging corporate brand management paradigm. The next five sections focus in turn on one of the key dimensions that characterize the emerging approach to corporate brand management: co-creation, sustainability, polysemic corporate narratives, transformation (history and future) and corporate culture. Every chapter provides a deep reflection on current knowledge, highlighting the most relevant debates and tensions, and offers a roadmap for future research avenues. The final chapter of each section is a commentary on the section, written by a senior leading scholar in the corporate brand management field. This wide-ranging reference work is primarily for students, scholars, and researchers in management, marketing, and brand management, offering a single repository on the current state of knowledge, current debates, and relevant literature. Written by an international selection of leading authors from the USA, Europe, Asia, Africa, and Australia, it provides a balanced, authoritative overview of the field and convenient access to an emerging perspective on corporate brand management.

The topic of organizational identity has been fast growing in management and organization studies in the last 20 years. Identity studies focus on how organizations define themselves and what they stand for in relation to both internal and external stakeholders. Organizational identity (OI) scholars study both how such self-definitions emerge and develop, as well as their implications for OI, leadership and change, among others. We believe there are at least four inter-related reasons for the growing importance of OI. OI addresses essential questions of social existence by asking: Who are we and who are we becoming as a collective? It is a relational construct connecting concepts and ideas that are often viewed as oppositional, such as "us" and "them" or "similar" and "differen". OI is also nexus concept serving to gather multiple central constructs, also represented in this Handbook. Finally, OI is inherently useful, as knowing who you are is the foundation for being able to state what you stand for and what you are promising to others, no matter their relation with the organization. The Handbook provides a road-map to the OI field organized in over 25 chapters across seven sections. Each chapter not only offers a broad overview of its particular topic, each also advances new knowledge and discusses the future of research in its area of focus.

Constructing Identity in and around Organizations is the second volume in Perspectives on Process Organization Studies, a series which explores an emerging approach to the study of organizations that focuses on (understanding) activities, interactions, and change as essential properties of organizations rather than structures and state - an approach which prioritizes activity over product, change over persistence, novelty over continuity, and expression over determination. The constructing of identities - those processes through which actors in and around organizations claim, accept, negotiate, affirm, stabilize, maintain, reproduce, challenge, disrupt, destabilize, repair or otherwise relate to their sense of selves and others - has become a critically important topic in the study of organizations. This volume attempts to amplify - and possibly refract - contemporary debates amongst identity scholars that question established notions of identity as "essence", "entity," or "thing". It calls for alternative approaches to understanding identity and its significance in contexts in and around organizations by conceptualizing it as "process" - that is, being continually under construction. Based in diverse theoretical and philosophical traditions and contexts, contributions by leading scholars to this volume offer new perspectives on how individual and organizational identities evolve and come to be constructed through ongoing activities and interactions.

The search for competitive advantage serves as the basis for organizational strategy. This book argues that there are four key sources of competitive advantage and financial success that have not been given the attention they deserve. Firstly, that organizational design and management processes may be strategic resources in their own right. Secondly, that organizational design and management processes can be deployed to create new strategic resources. Thirdly, that managers have begun to think of organizational design and management processes in a proactive way rather than seeing them more passively as necessary facilitators of success. Fourthly, that this new way of looking at organization and management requires a search for new ways of structuring organizational design and managerial processes. These points are driven home through case studies of the Danish firms LEGO Group, Vestas Wind Systems, Coloplast, Chr. Hansen, IC Companys and NKT Flexibles.

The search for competitive advantage serves as the basis for organizational strategy. This book argues that there are four key sources of competitive advantage and financial success that have not been given the attention they deserve. Firstly, that organizational design and management processes may be strategic resources in their own right. Secondly, that organizational design and management processes can be deployed to create new strategic resources. Thirdly, that managers have begun to think of organizational design and management processes in a proactive way rather than seeing them more passively as necessary facilitators of success. Fourthly, that this new way of looking at organization and management requires a search for new ways of structuring organizational design and managerial processes. These points are driven home through case studies of the Danish firms LEGO Group, Vestas Wind Systems, Coloplast, Chr. Hansen, IC Companys and NKT Flexibles.

Constructing Identity in and around Organizations is the second volume in Perspectives on Process Organization Studies, a series which explores an emerging approach to the study of organizations that focuses on (understanding) activities, interactions, and change as essential properties of organizations rather than structures and state - an approach which prioritizes activity over product, change over persistence, novelty over continuity, and expression over determination. The constructing of identities - those processes through which actors in and around organizations claim, accept, negotiate, affirm, stabilize, maintain, reproduce, challenge, disrupt, destabilize, repair or otherwise relate to their sense of selves and others - has become a critically important topic in the study of organizations. This volume attempts to amplify - and possibly refract - contemporary debates amongst identity scholars that question established notions of identity as "essence", "entity," or "thing". It calls for alternative approaches to understanding identity and its significance in contexts in and around organizations by conceptualizing it as "process" - that is, being continually under construction. Based in diverse theoretical and philosophical traditions and contexts, contributions by leading scholars to this volume offer new perspectives on how individual and organizational identities evolve and come to be constructed through ongoing activities and interactions.

Organizational Identity presents the classic works on organizational identity alongside more current thinking on the issues. Ranging from theoretical contributions to empirical studies, the readings in this volume address the key issues of organizational identity, and show how these issues have developed through contributions from such diverse fields of study as sociology, psychology, management studies and cultural studies. The readings examine questions such as how organizations understand who they are, why organizations develop a sense of identity and belonging, where the boundaries of identity lie and the implications of postmodern and critical theories' challenges to the concept of identity as deeply-rooted and authentic. Includes work by: Stuart Albert, Mats Alvesson, Blake E. Ashforth, Marilynn B. Brewer, George Cheney, Lars Thoger Christensen, C. H. Cooley, Kevin G. Corley, Barbara Czarniawska, Janet M. Dukerich, Jane E. Dutton, Kimberly D. Elsbach, Wendi Gardner, Linda E. Ginzela, Dennis A. Gioia, E. Goffman, Karen Golden-Biddle, Mary Jo Hatch, Roderick M. Kramer, Fred Mael, G. H. Mead, Michael G. Pratt, Anat Rafaeli, Hayagreeva Rao, Majken Schultz, Howard S. Schwartz, Robert I. Sutton, Henri Taijfel, John Turner, David A. Whetten, and Hugh Willmott Intended to provide easy access to this material for students of organizational identity, it will also be of interest more broadly to students of business, sociology, and psychology.

This book challenges current beliefs about organizational identity, reputation, and branding. It contains a wealth of new ideas for finding the elusive answers to questions troubling contemporary organizations, such as: How does an organization create a strong reputation? What are the implications of corporate branding on organizational structures and processes? and How do organizations discover their identities?

This text challenges beliefs about organizational identity, reputation, and branding. It contains a wealth of new ideas for finding the elusive answers to questions troubling contemporary organizations. How does an organization create a strong reputation? What are the implications of corporate branding on organizational structures and processes? How do organizations discover their identities? These are some of the vexing problems addressed in this book by a diverse international team of contributors. According to the authors, the future lies with "the expressive organization". Such organizations not only understand their distinct identity and their brands, but are also able to express these externally and internally. In order to thrive in an era of transparency and customer choice, the authors argue, organizations will have to be expressive. This book is intended for undergraduate and postgraduate students of management, business strategy, accounting, marketing, and communication studies MBA students Managers and consultants.

The topic of organizational identity has been fast growing in management and organization studies in the last 20 years. Identity studies focus on how organizations define themselves and what they stand for in relation to both internal and external stakeholders. Organizational identity (OI) scholars study both how such self-definitions emerge and develop, as well as their implications for OI, leadership and change, among others. We believe there are at least four inter-related reasons for the growing importance of OI. OI addresses essential questions of social existence by asking: Who are we and who are we becoming as a collective? It is a relational construct connecting concepts and ideas that are often viewed as oppositional, such as "us" and "them" or "similar" and "differen". OI is also nexus concept serving to gather multiple central constructs, also represented in this Handbook. Finally, OI is inherently useful, as knowing who you are is the foundation for being able to state what you stand for and what you are promising to others, no matter their relation with the organization. The Handbook provides a road-map to the OI field organized in over 25 chapters across seven sections. Each chapter not only offers a broad overview of its particular topic, each also advances new knowledge and discusses the future of research in its area of focus.