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Explaining Variation in Organizational Identity Categorization

Author

Listed:
  • Greta Hsu

    (Graduate School of Management, University of California, Davis, Davis, California 95616)

  • Kimberly D. Elsbach

    (Graduate School of Management, University of California, Davis, Davis, California 95616)

Abstract
In explaining why constituent groups often vary in their perceptions of the most salient aspects of an organization’s identity, existing research has drawn, almost exclusively, on social identity research and self-enhancement motives. This research suggests that when different organizational identity categorizations are enhancing to some groups but not others, variation in organizational identity perceptions arises. In this paper, by contrast, we explore the role that unmotivated or “spontaneous” cognitions may play in influencing variation in constituents’ organizational identity categorizations. Based on data from a study of U.S. business school constituents, we develop a dual-path model through which both motivated and spontaneous processes influence the different organizational identity categorizations constituent groups find to be most salient. We discuss both the theoretical and practical implications of these findings.

Suggested Citation

  • Greta Hsu & Kimberly D. Elsbach, 2013. "Explaining Variation in Organizational Identity Categorization," Organization Science, INFORMS, vol. 24(4), pages 996-1013, August.
    • Handle: RePEc:inm:ororsc:v:24:y:2013:i:4:p:996-1013
    DOI: 10.1287/orsc.1120.0779
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    References listed on IDEAS

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    1. Mary Ann Glynn, 2000. "When Cymbals Become Symbols: Conflict Over Organizational Identity Within a Symphony Orchestra," Organization Science, INFORMS, vol. 11(3), pages 285-298, June.
    2. C. Marlene Fiol, 2002. "Capitalizing on Paradox: The Role of Language in Transforming Organizational Identities," Organization Science, INFORMS, vol. 13(6), pages 653-666, December.
    3. Geert Hofstede, 1998. "Identifying Organizational Subcultures: An Empirical Approach," Journal of Management Studies, Wiley Blackwell, vol. 35(1), pages 1-12, January.
    4. Karen Golden-Biddle & Hayagreeva Rao, 1997. "Breaches in the Boardroom: Organizational Identity and Conflicts of Commitment in a Nonprofit Organization," Organization Science, INFORMS, vol. 8(6), pages 593-611, December.
    5. Peter Foreman & David A. Whetten, 2002. "Members' Identification with Multiple-Identity Organizations," Organization Science, INFORMS, vol. 13(6), pages 618-635, December.
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    Cited by:

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    4. Seok-Woo Kwon & Jerayr Haleblian & John Hagedoorn, 2016. "In country we trust? National trust and the governance of international R&D alliances," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 47(7), pages 807-829, September.
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