Organizational Identity and Firm Growth: An Introduction

Dörrenbächer, Christoph; Tomenendal, Matthias; Stanske, Sarah

doi:10.1057/978-1-137-57724-5_1

Cited by 2 publications

(3 citation statements)

References 28 publications

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“…Firms that consistently invest in innovation experience higher growth by introducing new products, services and business models (Geroski & Machin, 1992;Yasuda, 2005). Similarly, people-related investments boost employee motivation, engagement and productivity (Bakker & Schaufeli, 2008;Oswald, Proto, & Sgroi, 2015) and create strong organizational identities (Dorrenbacher, Tomenendal, & Stanske, 2017), thereby boosting growth (Goedhuys & Sleuwaegen, 2016;Grover Goswami, Medvedev, & Olafsen, 2019).…”

Section: Stunted Growth Vs Superior Growthmentioning

confidence: 99%

Family Business Growth Around the World

Miroshnychenko

Massis

Miller

et al. 2020

Entrepreneurship Theory and Practice

134

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Growth is important for the long-term success of a business. Regrettably, the impact of family influence on firm growth is largely neglected. We examine whether family firms have a higher growth rate than their nonfamily counterparts. Based on a large sample of firms across 43 countries over a 10-year period, we show that family firms on average have higher growth rates than nonfamily firms, and this positive effect is greater for family firms operating in strong national institutional environments which are less corrupt, more democratic, more subject to rule of law, and have effective government policies. We also find that the positive effect of family influence on firm growth varies significantly across different types of family firms and different business cycles. These findings show that family control has an economically significant impact on growth rates and important implications for both family firm theory and practice.

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Section: Stunted Growth Vs Superior Growthmentioning

confidence: 99%

Family Business Growth Around the World

Miroshnychenko

Massis

Miller

et al. 2020

Entrepreneurship Theory and Practice

134

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“…Other researchers, such as Ala-Kortesmaa et al (2022), Brown (2006), Brown and Humphreys (2006) and Seidl (2005), view organisational identity as a collection of narratives developed by actors engaged in the organisational identity construction process. Another view is that of Dörrenbächer et al (2017, p. 4) who construe organisational identity as “an ongoing organizational self-description with change being an integral part”. While multiple identities are construed by some scholars as a common “occurrence” (Pratt and Foreman, 2000; Greenwood et al , 2011; Kraatz and Block, 2008), we argue that multiple identities are not an “occurrence”, but rather an inherent component of identity.…”

Section: Organisational Identity and Organisational Imagementioning

confidence: 99%

“…Identity is described through narratives that observers weave around an organisation in different ways. Some scholars view identity as changing (Balmer, 2017; Dörrenbächer et al , 2017, p. 3), some perceive it as flow (Gioia and Patvardhan, 2012) and others view it as stable (Albert and Whetten, 1985). For Kozica et al (2014), this creates a paradox in narratives, but here the notion of paradox is rooted in the understanding that change and stability are in a dialectical relationship so when they exist at the same time, there is a paradox.…”

Section: Changementioning

confidence: 99%

Addressing the inherent ethereality and mutability of organisational identity and image: a Bakhtinian response

Goby

Karimova

2023

IJOA

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Purpose This conceptual paper aims to respond to the dearth of theory and mechanisms for handling the inherent ethereality, multiplicity and mutability of organisational identity and organisational image. Design/methodology/approach This study considers existing approaches to organisational identity noting the diverse understandings of the paradoxical nature of identity. The authors suggest that identity is still essentially perceived as what is core and enduring about the character of an organisation with changes of identity being viewed as occurrences effectuated by events. In contrast, the authors argue that, because of the fluid interrelationships between identity and image, organisational identity is better viewed as an unstable construct. Findings Departing from Bakhtin’s logic of dialogism, this study proposes that identity–image result from dialogic relationships which in turn construct a system of polyphony. This study devises a preliminary polyphonic model which has the capacity to incorporate diverse stakeholder associations and fluctuating interpretations as well as situational understandings of organisational messages. Originality/value This study’s proposed model allows to trace how organisational identity–image is continually co-constructed recursively and cyclically and to systematise the various voices that are important for an organisation’s strategic objectives.

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Organizational Identity and Firm Growth: An Introduction

Cited by 2 publications

References 28 publications

Family Business Growth Around the World

Family Business Growth Around the World

Addressing the inherent ethereality and mutability of organisational identity and image: a Bakhtinian response

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