Identity in Organizations: Exploring Cross-Level Dynamics

By Blake E. Ashforth, Kristie M. Rogers, Kevin G. Corley. Organ. Sci., 2011

364 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3e6e08d362bfab5ca26d14961a39fa9407ce2239

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Forging an Identity: An Insider-outsider Study of Processes Involved in the Formation of Organizational Identity (2010, background): “…more macro levels of analysis and now is becoming central to understanding what it means to be an organization in society as well (Albert and Whetten, 1985; Dutton and Dukerich, 1991; Czarniawska, 1997; Gioia, Schultz, and Corley, 2000; Hatch and Schultz, 2002; Ashforth, Rogers, and Corley, 2010).”
Functions of Dysfunction (2014, background): “In short, each group saw the other as an ‘‘identity foil,’’ the antithesis of itself (Ashforth, Rogers, and Corley, 2011).”
Corporate Governance Deviance (2016, neutral): “According to Ashforth, Rogers, and Corley (2011), the organization’s identity and the institutional environment are reciprocally tied to each other, whereby firm-level identity claims either conform to or deviate from the prevailing institutional norms.”
The Three Faces of Bounded Reliability: Alfred Chandler and the Micro-Foundations of Management Theory (2015, background): “level, or corporate/firm level.(71) When actors identify with group-level goals rather than firm-level ones,(72) they may start working against each other, thus undermining the organizational goals to which they have de-facto committed themselves.”
Ambivalence in Organizations: A Multilevel Approach (2014, background): “…such as team mental models (Klimoski and Mohammed 1994, Lim and Klein 2006), collective interpretations (Isabella 1990), and intersubjectivity (Ashforth et al. 2011, Wiley 1988) and collective emotional phenomena such as group affective tone (George 1996), emotional culture (Ashforth and Saks…”
The Impact of Role Identities on Entrepreneurs’ Evaluation and Selection of Opportunities (2017, background): “…Role Identities We define within-work role identities as role identities that are simultaneously held in the context of work (Ashforth, Kreiner, & Fugate, 2000) and sometimes carry conflicting sets of behavioral expectations (Ashforth et al., 2011; DeRue & Ashford, 2010; Ibarra & Barbulescu, 2010).”
Revisiting the Foundations of Organizational Distrust (2017, neutral): “For instance, role conflicts, hybrid identities, manifold objectives, and temporal factors (e.g., Adler, 2012; Ashforth et al., 2011; Ashforth et al., 2014; Pratt and Doucet, 2000; Wang and Pratt, 2008) have been recognized as stimuli to organizational ambivalence at the specific organizational leve”