- The Oxford Handbook of Organizational Identity
- List of Figures
- List of Tables
- List of Contributors
- Introduction: Organizational Identity: mapping where we have been, where we are, and where we might go
- Great Debates in Organizational Identity Study
- Measuring Organizational Identity: taking stock and looking forward
- Organizational Identity, Culture, and Image
- Organizational, Subunit, and Individual Identities: multilevel linkages
- Organizational Identity Change and Temporality
- Hybrid and Multiple Organizational Identities
- Organizational Identity and Organizational Identity Work as Valuable Analytical Resources
- Organizational Identity: the significance of power and politics
- Organizational Identity: a critique
- Optimal Distinctiveness Revisited: an integrative framework for understanding the balance between differentiation and conformity in individual and organizational identities
- Bridging and Integrating Theories on Organizational Identity: a social interactionist model of organizational identity formation and change
- How Do We Communicate Who We Are?: examining how organizational identity is conveyed to members
- Mobilizing Organizational Action Against Identity Threats: the role of organizational members’ perceptions and responses
- Organizational Identity and the Undesired Self
- Organizational Identity Work
- Re-Membering: rhetorical history as identity work
- Materiality and Identity: how organizational products, artifacts, and practices instantiate organizational identity
- Making Sense of Who We Are: leadership and organizational identity
- Organizational Identity in Institutional Theory: taking stock and moving forward
- Institutional Pluralism, Inhabitants, and the Construction of Organizational and Personal Identities
- Organizational Identity and Institutional Forces: toward an integrative framework
- Organizational Identity and Innovation
- Planned Organizational Identity Change: insights from practice
- Identity Construction in Mergers and Acquisitions: a discursive sensemaking perspective
- Fostering Stakeholder Identification Through Expressed Organizational Identities
- Conclusion: On the Identity of Organizational Identity looking backward toward the future
- Author Index
- Subject Index
Abstract and Keywords
Although the concept of organizational identity has gained currency in the organizational studies literature, and many conceptual issues have been addressed, there is an overall lack of attention to methodological concerns. Specifically, the field lacks a comprehensive and systematic review of how organizational identity is operationalized and measured. Given the disparate uses of the concept and the range of theories employing it, the means of measurement span the gamut of qualitative and quantitative methodologies. In this chapter, we review over 80 studies where organizational identity was operationalized and/or measured. We develop a descriptive classification framework of measurement approaches, noting the distinctive elements of the five major types that result. We then identify key patterns that emerge from the data, leading to insights and observations about the landscape of organizational identity research. We conclude with a discussion of critical implications and directions for future research.
Peter O. Foreman is Associate Professor of Management at Illinois State University. His research interests are in organizational identity, image, and reputation, with a particular focus on multiple identity organizations and the management of identity complexity and conflict. His work has examined these topics in a range of organizational settings, including rural cooperatives, health care systems, sporting events, universities, and insurance companies. His most current research explores the temporally related issues of identity construction, maintenance, and change.
David A. Whetten is the Jack Wheatley Professor of Organizational Studies and Director of the Faculty Development Center at Brigham Young University, Provo, Utah, US. He received his Ph.D. from Cornell. His recent scholarship has focused on organizational identity and identification, theory development, and management education. He has served as president of the Academy of Management and as editor of the Foundations for Organizational Science, an academic book series, and the Academy of Management Review.
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