Managing the interactions between multiple identities in inter-organizational collaborations: an identity work perspective

Abstract

Inter-organisational collaboration (IOC) research considers the achievement of a collaborative identity as a key enabler of a successful collaboration. As a result, little has been said about the interactions between collaborative and non-collaborative identities. We build on narrative identity work and positioning theory, to explore how collaboration partners engage in identity work positioning to manage the interactions of the multiple identities emerging through the process of collaboration as they try to accomplish collaborative work. We illustrate this process through a qualitative longitudinal study of an educational partnership in Greece. Our analysis shows how IOC partners manage the interactions between collaborative and non-collaborative identities by positioning themselves, and others, in narratives of collaboration as part of their daily identity work when responding to emerging collaborative needs. Our research extends our current understanding of identity work processes in IOCs by demonstrating the paradoxical nature of the collaboration, which requires relying on both collaborative and non-collaborative identities for the successful achievement of aims. We therefore suggest that identity tensions should not be resolved but rather managed, since they enable partners to respond creatively to contextual organisational changes and make sense of the collaboration as it happens.

Becoming a leader: catalysts and barriers to leader identity construction

“…Individuals work to form their leader identity by making claims for this identity, and they maintain it through ongoing negotiations with others (Alvesson & Willmott, 2002). In addition to utilizing IW to construct identities, it can also be used to manage existing multiple identities (Kourti, Garcia-Lorenzo, & Yu, 2018). A recent line of theorizing that conceptually draws on IW, but which is aimed specifically at understanding the Catalysts and barriers to identity leader identity construction process, is Leadership Identity Construction Theory (LICT), as proposed by DeRue and Ashford (2010).…”

Managing the identity paradox in inter‐organisational collaborations

“…When members of different organisations become IOC partners, identifying with the collaboration rather than with their organisation is important so that partners have a conformity in the way they interact and respond to the needs of the IOC. Particularly, some research suggests that adopting an IOC identity is a key enabler for achieving IOC aims (Hardy et al, 2005;Koschmann, 2013;Olson et al, 2012), while other research indicates that partners may have multiple identities to respond successfully to changing IOC contexts (Kourti et al, 2018;Maguire & Hardy, 2005;Ybema et al, 2011).…”

Social psychological aspects of inter-organizational collaboration in a total defense context: a literature review

“…Collaborating actors need to be able to act both in accordance with their interpretation of the professional identity of their home organization and according to the demands of a collaborating identity. Kourti et al (2018) discuss this in terms of “the persistent tension between collaborative and non-collaborative identities and the need to maintain a delicate balance between these opposing but equally important identities” (p. 516). Successful inter-organizational collaboration is characterized by actors who manage to successfully balance this identity tension (Kourti et al , 2018).…”

“…Kourti et al (2018) discuss this in terms of “the persistent tension between collaborative and non-collaborative identities and the need to maintain a delicate balance between these opposing but equally important identities” (p. 516). Successful inter-organizational collaboration is characterized by actors who manage to successfully balance this identity tension (Kourti et al , 2018).…”