This article proposes a model of identity-related social processes that, when applied during organizational decline, is hypothesized to support turnaround and avoid organizational death. The social processes are retiring, reclaiming, reaffirming, regenerating, and reimagining identity attributes. Although this model is rooted in past studies and literature on organizational decline and organizational identity, empirical research is needed to validate or adjust the model. Future work could involve examination of identity negotiations within past cases of organizational decline and turnaround as well as devising and testing specific retiring, reclaiming, reaffirming, regenerating, and reimagining interventions.

Purpose The purpose of this paper is to blend a resource-based view of the firm with the 5R Model of Organizational Identity Processes to offer a new Strategic Identity Management Framework to help organizations uncover, analyze and optimize their identity as a resource for creating sustainable competitive advantage. Design/methodology/approach This conceptual paper relied upon an examination of literature about sustainable competitive advantage, the resource-based view of the firm and the 5R Model of Organizational Identity Processes. Findings Synergies were found between the VRIO model and the 5R Model of Organizational Identity Processes. A new Strategic Identity Management Framework was created and a case study was used to illustrate its application. Research limitations/implications Research is needed to validate, confirm and extend the use and application of the new framework within organizations. Practical implications The framework is anticipated to be particularly useful for middle managers because they are tasked with translating high-level strategies into action and leading lower level employees toward enacting the new or adapted identity claims. Originality/value Although ample organizational identity research exists, a framework for assessing identity claims for the purpose of achieving competitive advantage was lacking.

This article offers a detailed framework for assessing and addressing three key areas of leader fit (i.e., competencies, role identity, prototypicality) based on an examination of extant theory and research. This paper was based upon an examination of literature about leader development, role identity and identity work, and leader prototypicality. A new Leadership Transition Assessment Framework was created, and its application was illustrated using de-identified examples. Although empirical research is needed to validate, confirm, and extend the use and application of the new framework within organizations, the new framework is anticipated to be particularly useful for current and aspiring organizational leaders for use in their own development as well as for hiring managers and talent professionals in evaluating and developing leadership candidates. While various approaches have been offered to improve selection and advancement decisions, this article emphasizes that a more holistic approach to leader selection and development is needed to create effective outcomes.