Escaping the Identity Trap

By Hamid Bouchikhi, J. Kimberly. 2003

162 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/3ba2c3d2f4d8d591c51172e41188d7c2c03d39c8

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Citations in the corpus

Ethical and Unethical Leadership: Exploring New Avenues for Future Research (2010, background): “In particular, researchers have found that employees who hold a strong organizational identity may fall prey to over-escalation of commitment to failed projects (haslam, Ryan, postmes, Spears, Jetten, & Webley, 2006) and resist change (bouchikhi & Kimberly, 2003).”
Technology, Identity, and Inertia Through the Lens of "The Digital Photography Company" (2009, background): “Management recognition of the need to change identity and not just alter strategy or operational tactics is crucial if ﬁrms are to avoid an “identity trap” (Bouchikhi and Kimberly 2003).”
Psychological foundations of dynamic capabilities: Reflexion and reflection in strategic management (2009, background): “In this sense, the fundamental identity of the firm becomes a trap that constrains its adaptive capacity (Bouchikhi and Kimberly, 2003, 2008).”
Organizations as complex adaptive systems: Implications of Complexity Theory for leadership research (2006, background): “Kauffman (1989a,b, 1991, 1993, 1995) theorizes that four variables in non-linear dynamic systems–”
Responding to Organizational Identity Threats: Exploring the Role of Organizational Culture (2006, background): “In fact, recent studies have indicated that substantial environmental changes may challenge the sustainability of organizational identity (Bouchikhi & Kimberly, 2003; Brunninge, 2004).”
Transformational Leadership and Organizational Citizenship Behaviors: The Role of Organizational Identification (2012, background): “Evidence shows that identification is associated with anti-social behaviors (Aquino & Douglas, 2003), decreased creativity (Rotondi, 1975), resistance to organizational change (Bouchikhi & Kimberly, 2003), and a continued commitment to failing organizational projects (Haslam et al., 2006).”
Why and how does shared language affect subsidiary knowledge inflows? A social identity perspective (2015, background): “Some scholars have pointed to potentially negative implications of having a shared social identity, including resistance to organizational change (Bouchikhi & Kimberly, 2003).”
The business model: Theoretical roots, recent developments, and future research (2010, background): “IESE Business School-University of Navarra - 21 Bouchikhi and Kimberly (2003) have referred to a similar phenomenon as the identity trap.”