The C.E.O. as Corporate Myth-Maker: Negotiating the Boundaries of Work and Play at Domino’s Pizza Company

Raspa, Richard

doi:10.1515/9783110874143.273

Cited by 3 publications

(1 citation statement)

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“…In this view, identity, though constructed or objectified by one highly placed individual, must become authentic by being shared by the workers. Whether Dennis Alter expressed corporate interest or his own personal interest in deciding to sponsor Cezanne is thus immaterial, as long as the company could construct a corporate culture that mirrored that embodied in the chairman (see also Raspa 1992). Following Olins's advice, Corporate Identity began with Advanta's visual symbol: its logo.…”

Section: Defining and Selling Corporate Identity Through Artmentioning

confidence: 99%

Culture Sells: Cezanne and Corporate Identity

Ninetto

1998

Cultural Anthropology

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Section: Defining and Selling Corporate Identity Through Artmentioning

confidence: 99%

Culture Sells: Cezanne and Corporate Identity

Ninetto

1998

Cultural Anthropology

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The founder’s psychological ownership and its strategic implications

Ljungkvist

Boers

2019

JSBED

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Purpose The purpose of this paper is to understand the change of the founder’s psychological ownership when s/he sells the business and its implications for the organization’s strategy. Design/methodology/approach The study contributes with a longitudinal study of psychological ownership, accounting for its development over time in a Swedish e-commerce company. By applying a case study methodology, conclusions are drawn from a vast amount of archival data and interviews. The empirical material covers the transition from a founder-run, family-owned to a first foreign-owned, and currently private-equity owned company. Findings Theoretically, it extends understandings of psychological ownership and its strategic implications by including former legal owners; that is, how psychological ownership changes after legal ownership ceases. Thereby, it develops the individual dimension (founder and former owner) of psychological ownership as well as its collective dimension (employees toward founder). The paper contributes to the psychological ownership founder and exit-literatures by highlighting continuity after the formal sale of legal ownership and its consequences for the organization. Practical implications It finds that new legal owners can use this heritage to signal continuity and launch strategic changes by transforming it into artifacts. Originality/value This study extends the understanding of development of psychological ownership of founders from foundation to exit and its consequences for the organization’s strategy. This extension sheds new light on founders as artifacts of organizations and thereby their role for the organizational heritage.

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A Narrative Approach to Collective Identities*

Brown

2006

J Management Studies

386

414

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From a narrative perspective, organizations' identities are discursive (linguistic) constructs constituted by the multiple identity-relevant narratives that their participants author about them, and which feature, for example, in documents, conversations and electronic media. By defining collective identities as the totality of such narratives I draw attention to their complex, and often fragmented and heterogeneous nature. My approach contrasts with much of the theorizing in this field which has tended to homogenize collective identities by emphasizing what is common or shared, failed to capture the interplay between different communities within organizations, and produced bland, undifferentiated empirical research. In particular, the theoretical framework that I outline focuses attention on the importance of reflexivity, voice, plurivocity, temporality, and fictionality to an understanding of collective identities as locales for competing hegemonic claims. In combination, these notions form a unique conceptual model for theorizing and researching collective identities. This said, a narrative approach also has its limitations, and is proposed as an additional, not exclusive, interpretive lens.

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The C.E.O. as Corporate Myth-Maker: Negotiating the Boundaries of Work and Play at Domino’s Pizza Company

Cited by 3 publications

References 0 publications

Culture Sells: Cezanne and Corporate Identity

Culture Sells: Cezanne and Corporate Identity

The founder’s psychological ownership and its strategic implications

A Narrative Approach to Collective Identities*

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