(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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Vydané v:Strategic organization Ročník 18; číslo 1; s. 212 - 244
Hlavní autori: Wenzel, Matthias, Cornelissen, Joep P., Koch, Jochen, Hartmann, Michael, Rauch, Madeleine
Médium: Journal Article
Jazyk:English
Vydavateľské údaje: London, England Sage Publications, Ltd 01.02.2020
SAGE Publications
Sage Publications Ltd
Predmet:
Special Issue: Exploring the Strategy-Identity Nexus
misalignment
organizational identity
strategy
cognitive tactics
coping
ISSN:1476-1270, 1741-315X
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Shrnutí: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.
Bibliografia:ObjectType-Article-1
SourceType-Scholarly Journals-1
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content type line 14
ISSN:1476-1270
1741-315X
DOI:10.1177/1476127019856524