Working Identity: Unconventional Strategies for Reinventing Your Career

By H. Ibarra. 2003

369 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/8fbd46046415f0b4e089a97b3f6de6579a515486

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Citations in the corpus

Games Managers Play: Play as a Form of Leadership Development (2011, background): “…become leaders or people who are already in leadership positions to rehearse a variety of possible selves, new ideas, and to experiment with new skills without necessarily seeking to adopt any of them on a permanent basis, and eventually make transitions (Ibarra, 2003; Ibarra & Petriglieri, 2010).”
Job crafting and meaningful work. (2013, background): “High quality connections between people are associated with more adaptability in jobs and careers (e.g., Ibarra, 2003), increased job commitment and more positive work attitudes (e.g., Chiaburu & Harrison, 2008), better physiological functioning (Heaphy & Dutton, 2008) and recovery from pain and…”
Ain't Misbehavin': Taking Play Seriously in Organizations (2009, background): “Indeed, organizational researchers have recognized that play at the workplace can have significant benefits such as learning, personal fulfillment, and even performance (Sandelands and Buckner, 1989; Starbuck and Webster, 1991; Hatch, 1999; Ibarra, 2003).”
Breaking Them in or Eliciting Their Best? Reframing Socialization around Newcomers’ Authentic Self-expression (2013, background): “Organizational entry is thus an unusual period in life when people can negotiate their identities anew; in most other aspects of life, we interact with people who have already implicitly agreed to honor the identities we have negotiated with them (Goffman, 1959; Ibarra, 2003; Cable and Kay, 2012).”
Identity Workspaces: The Case of Business Schools (2010, background): “Ibarra (2003) reports the case of a literature professor who spent her MBA investigating various corporate job opportunities—both with classmates and in job interviews.”
Leadership and followership identity processes: A multilevel review ☆ (2017, methodology): “It is, thus, of no surprise that a fast growing body of leadership literature focuses on leader and follower identity development dynamics, levels, co-construction and effects (e.g., Carroll & Levy, 2010; Day & Harrison, 2007; DeRue, Ashford & Cotton, 2009; Ibarra, 2004; Ibarra, Snook & Guillen, 201”
Co-creating Relationship Repair (2015, background): “Destabilization is a form of unfreezing, a state that existing theories have identified as marking the beginning of transitions in general and identity transitions specifically (Lewin, 1951; Ebaugh, 1988; Gioia, Schultz, and Corley, 2000; Ashforth, 2001; Ibarra, 2003).”
Identity As Narrative: Prevalence, Effectiveness, and Consequences of Narrative Identity Work in Macro Work Role Transitions (2010, background): “Such gaps occur throughout the transition pro cess: when people begin to explore new options and must explain both their background and future goals (Ibarra, 2003); when they are fresh recruits into a new role, trying to establish their footing (Ibarra, 1999; Van Maanen, 1998) or make sense of…”
Relational and Identity Perspectives on Healthy Versus Unhealthy Pursuit of Callings (2012, background): “There is substantial evidence that successful individuals form, transform, and adjust how they define themselves and others in the context of work (Ibarra, 2003; Pratt et al., 2006).”
Examining contemporary careers: A call for interdisciplinary inquiry (2008, background): “We also have case study evidence about how identity transition can respond to people’s career initiatives (Ibarra, 2003).”
How Relational and Organizational Identification Converge: Processes and Conditions (2008, background): “a profound effect on one’s self-concept and subsequent identifications (Bem 1972; Ibarra 2003; Pratt and Rafaeli 1997, 2001).”