Transforming organizational identity under institutional change

He, Hongwei and Baruch, Yehuda (2009) Transforming organizational identity under institutional change. Journal of Organizational Change Management, 22 (6), 575-599. (doi:10.1108/09534810910997014).

Abstract

Purpose: the objective of this paper is to report a case study investigating how organizational identity evolves during institutional change within a UK building society.

Design/methodology/approach: the paper employs an inductive case study, which is appropriate for examining such change processes. It builds on grounded theory, considered appropriate for such an explanatory research.

Findings: the paper finds that: institutional change, especially regulation and practice changes, serves as the trigger to increasing salience of identity issues, i.e. identity ambiguity, legitimacy crisis and perceived identity obsolescence; leadership, organizational culture and strategic exercises are salient apparatuses to tackle identity problems caused by external pressure; and a new identity is formed as a result of the managerial interventions, characterised by the rediscovery of historical roots, modernization and dualism.

Research limitations/implications: the paper provides an account of identity change, given a broader business environment change context within which the organization operates. Utilizing qualitative study of one case may be taken as a limitation.

Originality/value: the theoretical contribution reflected in the findings has implications for the interfaces between identity and institutional environment and organizational culture.

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Contributors

Author: Yehuda Baruch

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