(Un)Mind the gap How organizational actors cope with an identity–strategy misalignment
In this article, we explore how organizational actors cope with a perceived misalignment between their organization’s identity and strategy. Based on an inductive, interpretive case study at a public broadcasting organization, we identify three cognitive tactics through which organizational members...
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| Published in: | Strategic organization Vol. 18; no. 1; pp. 212 - 244 |
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| Main Authors: | , , , , |
| Format: | Journal Article |
| Language: | English |
| Published: |
London, England
Sage Publications, Ltd
01.02.2020
SAGE Publications Sage Publications Ltd |
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| ISSN: | 1476-1270, 1741-315X |
| Online Access: | Get full text |
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| Abstract | In this article, we explore how organizational actors cope with a perceived misalignment between their organization’s identity and strategy. Based on an inductive, interpretive case study at a public broadcasting organization, we identify three cognitive tactics through which organizational members cope with an identity–strategy misalignment: contextualization, abstraction, and fatalism. Furthermore, we show that the enactment of these cognitive coping tactics coincides with specific strategy-related tasks that prioritize different aspects of an organization’s identity and, therefore, invokes different conceptions of the identity–strategy misalignment. Based on these findings, we develop a framework that conceptualizes how organizational members cope with an identity–strategy misalignment. We end the article by discussing the implications of our study for further research on the linkages between organizational identity and strategy. |
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| AbstractList | In this article, we explore how organizational actors cope with a perceived misalignment between their organization’s identity and strategy. Based on an inductive, interpretive case study at a public broadcasting organization, we identify three cognitive tactics through which organizational members cope with an identity–strategy misalignment: contextualization, abstraction, and fatalism. Furthermore, we show that the enactment of these cognitive coping tactics coincides with specific strategy-related tasks that prioritize different aspects of an organization’s identity and, therefore, invokes different conceptions of the identity–strategy misalignment. Based on these findings, we develop a framework that conceptualizes how organizational members cope with an identity–strategy misalignment. We end the article by discussing the implications of our study for further research on the linkages between organizational identity and strategy. |
| Author | Wenzel, Matthias Hartmann, Michael Koch, Jochen Rauch, Madeleine Cornelissen, Joep P. |
| Author_xml | – sequence: 1 givenname: Matthias surname: Wenzel fullname: Wenzel, Matthias – sequence: 2 givenname: Joep P. surname: Cornelissen fullname: Cornelissen, Joep P. – sequence: 3 givenname: Jochen surname: Koch fullname: Koch, Jochen – sequence: 4 givenname: Michael surname: Hartmann fullname: Hartmann, Michael – sequence: 5 givenname: Madeleine surname: Rauch fullname: Rauch, Madeleine |
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| Keywords | misalignment organizational identity strategy cognitive tactics coping |
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publication-title: Advances in Strategic Management – ident: bibr30-1476127019856524 doi: 10.1016/j.lrp.2016.12.001 – ident: bibr27-1476127019856524 doi: 10.1002/smj.2456 – ident: bibr17-1476127019856524 doi: 10.2307/2393938 – ident: bibr39-1476127019856524 doi: 10.5465/amj.2008.0352 – ident: bibr35-1476127019856524 doi: 10.5465/amj.2012.0462 – volume: 16 start-page: 837 year: 2010 ident: bibr53-1476127019856524 publication-title: Organizational Research Methods – start-page: 1 volume-title: The Oxford Handbook of Organizational Identity year: 2016 ident: bibr42-1476127019856524 – ident: bibr57-1476127019856524 doi: 10.5465/19416520.2012.672039 – ident: bibr43-1476127019856524 doi: 10.1111/ijmr.12008 – ident: bibr55-1476127019856524 doi: 10.1002/1097-0266(200010/11)21:10/11<1147::AID-SMJ128>3.0.CO;2-R – start-page: 417 volume-title: The Oxford Handbook of Organizational Identity year: 2016 ident: bibr3-1476127019856524 – ident: bibr47-1476127019856524 doi: 10.5465/amr.1994.9412271815 – 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| Snippet | In this article, we explore how organizational actors cope with a perceived misalignment between their organization’s identity and strategy. Based on an... |
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| SubjectTerms | Special Issue: Exploring the Strategy-Identity Nexus |
| Subtitle | How organizational actors cope with an identity–strategy misalignment |
| Title | (Un)Mind the gap |
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