Classifying Managerial Responses to Multiple Organizational Identities

Pratt, Michael G.; Foreman, Peter O.

doi:10.2307/259261

Cited by 554 publications

(868 citation statements)

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“…Second, extant identity research has articulated that organizations use multiple identity claims to address the expectations of multiple audiences (Pratt and Foreman 2000). However, it has not examined how a multiplicity of claims relates to diversity in strategies and practices, and how aggregation and syncretisation of identity claims may increase an organization's strategic latitude.…”

Section: Strategic Use Of Cultural Resourcesmentioning

confidence: 99%

A Cultural Quest: A Study of Organizational Use of New Cultural Resources in Strategy Formation

Rindova

Dalpiaz

Ravasi

2011

Organization Science

172

142

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This is the accepted version of the paper.This version of the publication may differ from the final published version. A central insight that has emerged from this research is that: individuals' cultural repertoires enable them to conceive diverse strategies of actions to address different situations. Thus, although in a pathdependent and identity-constrained manner, culture provides individuals with a toolkit from which they can select resources to take strategic actions and effect change. This view of culture as a toolkit holds considerable promise for understanding strategic action and change at the organizational level of analysis. A different stream of organizational research has investigated the consequences of the use of cultural resources from outside an organization's industry register. This research emphasizes that the use of such resources is difficult, and potentially detrimental to organizations. Oakes, Townley, and Cooper (1998), for instance, document the tensions arising from the forced introduction of business concepts in the provincial museums and heritage sites of Alberta. Similarly, arts organizations that try to incorporate business concepts into their repertoire to become more commercially focused have been found to experience internal tensions (Fine 1992;Glynn 2000) due to the conflict between commercial considerations and the expressive function of arts (Eikhof and Haunschild 2007;Hirsch 1972). This research similarly suggests that organizations tend to use primarily cultural resources from their industry registers, and that doing otherwise is difficult and costly. Permanent repository link1 Concepts are culturally situated, extra-subjective frames for understanding social reality (Munir and Phillips 2005) that organize knowledge in a particular domain and provide relatively shared schemas guiding actions in a collectivity. 5As a result, whether and how organizations can expand their cultural repertoires with new cultural resources from outside their industry registers and the resulting consequences for their strategies remains poorly understood.To address these questions, we undertook a study of the evolution of the cultural repertoire of Alessi, RESEARCH METHOD Research SettingStrategic change at Alessi. Our study is an inductive inquiry (Glaser and Strauss 1967) carried out through an in-depth, longitudinal analysis of a revelatory case (Yin 1994) that provided an excellent research setting as it engaged in a clearly demarcated strategic change process. In the late 1960s, Alessi was the technological and market leader in the tableware segment of the Italian metal household industry, due to its advanced skills in cold-pressed steel production. In 1970, Alberto Alessi, the founder's grandson, joined the organization and, despite its positive economic performance, he steered it in a radically different directionusing industrial production methods to make art objects in steel. The first attempt in that direction failed, but 6 in the following years, Alessi developed innovative practices i...

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Section: Strategic Use Of Cultural Resourcesmentioning

confidence: 99%

A Cultural Quest: A Study of Organizational Use of New Cultural Resources in Strategy Formation

Rindova

Dalpiaz

Ravasi

2011

Organization Science

172

142

View full text Add to dashboard Cite

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“…By doing so, we indicate that, for these individuals, the decision to participate in commercial activity is akin to managing multiple identities (Pratt andForeman 2000 in George et al 2005) in order to signal that they have multiple skills and knowledge (both academic and industrial); and they are able to better respond to a variety of situations. Scientists are establishing a unique set of experiences and values that are closely linked to their roles and academic career.…”

Section: Cooperators Samplementioning

confidence: 99%

Inventing and patenting activities of scientists: in the expectation of money or reputation?

2009

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We propose that scientists use patents/invention disclosures as signals to gain reputation than financial benefits. Based on a newly created dataset on the commercial activities among 2,500 scientists affiliated with 67 institutes of the German Max Planck Society, we explore the relation between the expectations of scientists concerning the outcomes of commercial activities and the likelihood of their patenting and disclosure behaviors. We find that expectation of gaining financial benefits are not related with the patenting activities of scientists without industrial cooperation. Instead, their expectation to gain/increase reputation through commercial activities is correlated with their patenting and disclosures activities. This may in turn also increase the possibility to gain academic promotion, financial benefits through industrial collaboration etc., rather than the immediate personal financial gains.

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“…Akin to "blind spots", compartmentalization consists in "pigeonholing one's life into rigid and exclusive categories" (Monte, 1977, p. 665). This phenomenon flows from the fact that we arguably embrace multiple identities through our life, each being defined and influenced by the groups we interact with or the roles we perceive we ought to or wish to enact (Pratt and Foreman, 2000). We are not 'one self' but a "multiple self" (Elster, 1986), constantly managing or juggling with our various self-aspects to suit the social expectations and our own built-in expectations.…”

Section: Roles and Self: Whose Moral Responsibility?mentioning

confidence: 99%

The Moral Threat of Compartmentalization: Self, Roles and Responsibility

Rozuel

2011

J Bus Ethics

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Although most of us understand and accept that we play different roles in different settings, the moral implications of an unquestioned role-based world are serious. The prevalence of roles at the expense of 'real' people in organisations jeopardizes our ability to exercise full moral agency and ascribe moral responsibility, because 'we were only fulfilling our role obligations'. This reasoning does not sustain ethical scrutiny however because individuals are always present behind the role, though they may lack awareness of their ability to choose and act as fully-fledged individuals. The paper argues that moral responsibility requires us to move away from a role-based life game which leads us to compartmentalize and forget who we are and what we value at a significant cost. On the contrary, an understanding of the process of compartmentalization and a greater awareness of the complex yet holistic nature of the self contribute to furthering moral integrity and responsibility.

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Classifying Managerial Responses to Multiple Organizational Identities

Cited by 554 publications

References 0 publications

A Cultural Quest: A Study of Organizational Use of New Cultural Resources in Strategy Formation

A Cultural Quest: A Study of Organizational Use of New Cultural Resources in Strategy Formation

Inventing and patenting activities of scientists: in the expectation of money or reputation?

The Moral Threat of Compartmentalization: Self, Roles and Responsibility

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