Responding to Organizational Identity Threats: Exploring the Role of Organizational Culture

By Davide Ravasi, Majken Schultz. 2006

1,455 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/51721e7430c06b1720087bb64cd1b176bee9c65d

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Culture, Conditions and Paradoxical Frames (2017, background): “Discussions on managing paradoxes have noted that structure (e.g., Tushman & O’Reilly, 1996), practice (e.g., Andriopoulos & Lewis, 2009), culture (Ravasi & Schultz, 2006; Wang & Rafiq, 2014), and cognition (e.g., Smith & Tushman, 2005) each play a role in shaping responses to organizational…”
The Impact of Organizational Culture on Organizational Performance: The Mediating Role of Employee’s Organizational Commitment (2017, background): “These ideas have worked effectively enough to be regarded valid and, accordingly, they are valid to be taught to new members as the appropriate way of perceiving, thinking, and feeling in relation to those problems (Schein, 1985). In this regard, Brown (1998) introduces organizational culture as the”
Employability and Career Success: Bridging the Gap Between Theory and Reality (2013, background): “The reason has to do with organizational culture (Ravasi & Schultz, 2006; Schein, 1992).”
The Social and Economic Mission of Social Enterprises: Dimensions, Measurement, Validation, and Relation (2015, background): “As such, organizational identity resides in institutional claims, available to members in the central, enduring, and distinctive properties of their organization (Ravasi & Schultz, 2006).”
Identity in Organizations: Exploring Cross-Level Dynamics (2011, background): “That said, it is important to add that these forces are not necessarily dysfunctional for the organization because they may provide the necessary “requisite identity variety” (Brown 2006, p. 740) and flexibility for interfacing with a complex and turbulent environment.”
Technology, Identity, and Inertia Through the Lens of "The Digital Photography Company" (2009, background): “The history of Linco’s identity shift provides additional support for more dynamic views of identity put forth in recent empirical studies (Corley and Gioia 2004, Gioia and Thomas 1996, Ravasi and Schultz 2006).”
Sensemaking in Organizations: Taking Stock and Moving Forward (2014, background): “…that challenges existing beliefs (Denis, Langley, & Cazale, 1996; Gioia & Chittipeddi, 1991; Gioia et al., 1994), or when existing leaders commit to a new vision in response to environmental changes (Barr, 1998; Dunford & Jones, 2000; Nag, Corley, & Gioia, 2007; Ravasi & Schultz, 2006).”
CSR Communication: An Impression Management Perspective (2014, background): “Similarly, Ravasi and Schultz (2006) conducted a longitudinal study of one organization and identified several impression management communications used by the organization to project desired images; Avery and McKay (2006) investigated the impact of both assertive and protective impression…”
Motivating Organizations to Learn (2015, background): “Organizational culture is generally agreed to be a socially constructed context that generates meaning and shared sensemaking for its members (e.g., Denison, 1996; Ostroff, Kinicki, & Tamkins, 2003; Ravasi & Schultz, 2006).”
The “Other” Time: A Review of the Subjective Experience of Time in Organizations (2020, background): “…others’ discoveries if literature searches and meta-analyses fail to detect similar mechanisms housed in different literatures (e.g., “projection”, Dahm et al., 2019; Carlsen, 2006; Ravasi & Schultz, 2006; versus “prospection”, Baumeister et al. 2016; Lord et al. 2015; Miettinen & Virkkunen, 2005).”
Organizational Culture and Job Satisfaction: A Review (2014, background): “Definitions of Organizational Culture With numerous definitions suggested for organizational culture, many researchers have come to the agreement that it refers to a system of values, beliefs and behavior shared among employees (Deshpande and Webster,1989; Ravasi and Schultz, 2006; Xiaoming and Junc”
Examining the Effects of Internal Communication and Emotional Culture on Employees’ Organizational Identification (2020, background): “Organizational culture, consisting of a set of norms, values, beliefs, and assumptions, is a social glue holding organizational members together and guiding their behaviors and interactions with each other (Baker, 1980; Ravasi & Schultz, 2006).”
A Multi-Level Review of Impression Management Motives and Behaviors (2008, background): “Finally, Ravasi and Schultz (2006) examined the role of projecting desired images when an organization responds to an identity threat.”