Session 04: Organizational Identity, Culture and Conflict

Topics

Organization identity is the key category that is used to define what an organization is and stands for. Organization culture is the ‘taken–for-granted’ norms, assumptions, and practices related to ‘how things are done around here.’ Culture can be viewed as the premises of decision making, and represents a form of organizational control. As Herbert Simon said, “If I can control your premises, you can make any decision you like.” More recently, the study of organizational culture fused with cognitive-cultural and rhetorical views of neo-institutionalists (see week 10).

Required Readings

  • Albert, S.A. & D. A. Whetten, 1985. Organizational identity. Research in Organizational Behavior, 7: 263-295.

  • Dutton, J. & J. Dukerich, 2001. Keeping an eye on the mirror: Image and identity in organizational adaptation. AMJ, 34(3) 517-554.

  • Meyerson & Martin (1987) Culture change: An integration of three different views,” Jrnl. Management Studies, 24, 6: 623-647.

  • Ravasi & Schultz (2006) “Responding to Organizational Identity Threats: Exploring the role of org culture,” AMJ 49:433-458.

  • Fiol, Pratt, & O’Connor, (2009), “Managing intractable identity conflicts,” AMR, 34: 32-55.

Supplementary Readings on Identity and Culture

  • Ouchi (1977) "Relationships between Organizational Structure and Control," ASQ, 22: 95-113.

  • Kunda (1992) “Engineering Culture.” Philadelphia: Temple Univ. Press, Chpts 1&6, pp. 1-25 and 217-227

  • Trice & Beyer (1993) “The Cultures of Work Organizations,” Englewood Cliffs, NJ: Prentice Hall.

  • Barker (1993) “Tightening the iron cage: Concertive control in self-managing teams,” ASQ, 38: 408-437.

  • Rao, H. 1994. The social construction of reputation: Certification contests, legitimation, and the survival of organizations: 1895-1912. SMJ, 15:29-44

  • Martin (2002) Organizational Culture: Mapping the terrain. Thousand Oaks, CA: Sage.

  • Corley, K.G. and D. A. Gioia, 2004. Identity ambiguity and change in the wake of a corporate spin-off. Administrative Science Quarterly, 49(2) 173-208.

  • Gioia, D. A. and J.B. Thomas. 1996. Identity, image, and issue interpretation: Sensemaking during strategic change in academia. Administrative Science Quarterly, 41(3) 370-403.

  • Benjamin, B.A., and Podolny, J.M. 1999. Status, quality, and social order in the California wine industry, 1981-1991. Administrative Science Quarterly, 44(3): 563-589.

  • Porac, J.G., J. Wade, and T.G. Pollock. 1999. Industry categories and the politics of the comparable firm in CEO compensation. Administrative Science Quarterly, 44(1) 112-144.

  • Gioia, D.A., M. Schultz, K.G. Corley, 2000. Organizational identity, image, and adaptive instability. Academy of Management Review 25 (1) 63-81.

  • Fiol, C.M. 2002. Capitalizing on paradox: The role of language in transforming organizational identities. Organization Science 13(6) 653-666.

  • Glynn, M.A., and R. Abzug, 2002. Institutionalizing identity: Symbolic isomorphism and organizational names. Academy of Management Journal, 45(1) 267-280

  • Rindova, V.P., Williamson, I.O., Petkova, A.P., & Sever, J.M. 2005. Being good or being known: An empirical investigation of the dimensions, antecedents and consequences of organizational reputation. AMJ, 48: 1033-1049.

  • Pratt, Rockmann & Kaufmann, (2006) “Constructing professional identity: The role of work and identity learning cycles in the customization of identity among medical residents,” AMJ, 49:235-262.

  • Wade, Porac, Pollock, & Graffin, 2006. The burden of celebrity: The impact of CEO certification contests on CEO pay and performance. Academy of management Journal, 49: 643-660.

  • Brown, T.J. , P.A. Dacin, M.G. Pratt, D.A. Whetten, 2006. Identity, intended image, construed image, and reputation: An interdisciplinary framework and suggested terminology. Journal of the Academy of Marketing Science 34(2) 99-106

  • Benner, MJ, 2007. The incumbent discount: Stock market categories and incumbent response to radical technological change. Academy of Management Review, 32(3) 703-720

  • King, B.G. and D.A. Whetten, 2008. Rethinking the relationship between reputation and legitimacy: A social actor conceptualization. Corporate Reputation Review, 11(3): 192-207.

  • Tripsas, M. 2009. Technology, identity, and inertia through the lens of “The Digital Photography Company” Organization Science, 20(2) 441-460.

  • Weber & Dacin (2011), “The cultural construction of organizational life: Introduction to the special issue,” Org. Sci. 22:287-298.

  • Srivastava & Banaji (2011). “Culture, cognition and collaborative networks in organizations,” ASR 76:207-233.

Supplementary Readings on Conflict

    • Simel (1907) “Conflict and the web of group affiliations,”

    • Coser (1957) "Social Conflict and the Theory of Social Change," British Journal of Sociology, VIII, 3.

    • Dahrendorf (1959) “Social Structure, Group Interests, and Conflict Groups” and Social Change” in Class and Class Conflict in Industrial Society. Stanford: Stanford University Press, 157-318.

    • Edwards (1979) “Contested Terrain,” NY: Basic Books.

    • Burawoy (1979) “Manufacturing Consent,” Chapters 1-2, pp. 3-30.

    • Bartunek (1993) "Multiple Cognitions & Conflicts..." Chap. 15 in Murningham book: 322-349.

    • Alvesson & Deetz (1996) "Critical Theory and Postmodernism Approaches to Organizational Studies," chapter 1.7 in Clegg, Hardy, & Nord, "Handbook of Organization Studies," London: Sage, pp. 191-217.

    • Jermier (1998) "Introduction: Critical Perspectives on Organizational Control," ASQ, 43: 235-256.

    • Calas & Smircich (1999) “Past Postmodernism? Reflections and Tentative Directions," AMR, 24, 4: 649-671.