Capitalizing on Paradox: The Role of Language in Transforming Organizational Identities

By C. Fiol. Organ. Sci., 2002

522 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/a1710ca3cd02150752733895e2a2ec55bee32645

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Citations in the corpus

Managing Intractable Identity Conflicts (2009, background): “Finally, engaging subgroup members in common tasks that ignite their passion about fulfilling a meaningful purpose and explaining the unique purpose of their common tasks are other means of developing secure subgroup identities (Fiol, 2002; Pratt, 2000).”
Identification in Face-to-Face, Hybrid, and Pure Virtual Teams: Untangling the Contradictions (2005, background): “The stability and salience of the social category are thought to signiﬁcantly affect the strength of member identiﬁcation (Fiol 2002, Turner 1987).”
Co-creating Relationship Repair (2015, background): “Theoretical work has proposed that situations in which members’ identification is damaged can lead them to deidentify with their organization (Fiol, 2002) or move to a state of schizo-identification (Dukerich, Kramer, and McLean Parks, 1998; Elsbach, 1999).”
The Cognitive Perspective in Strategy: An Integrative Review (2011, background): “, Corner, Kinicki, & Keats, 1994; Fiol, 1994). In the case of intraorganizational action, the specific institutional contexts may dictate the importance of shared cognition as a means of coordination. For example, the linkage may be strong in “pattern maintenance” organizations (e.g., the universiti”
Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing (2011, background): “Discussions of paradox from the late 1980s (Cameron & Quinn, 1988; Smith & Berg, 1987) motivated research in such domains as innovation (Andriopoulos & Lewis, 2009; Tushman & O’Reilly, 1996), change (Seo & Creed, 2002), communication and rhetoric (Jarzabkowski & Sillince, 2007; Putnam, 1986; Trethew”
Social Identity, Self-Categorization, and the Communication of Group Norms (2006, background): “For example, in organizational contexts, effective leadership often rests on norm and identity management through talk (e.g., Fiol, 2002; Gardner, Paulsen, Gallois, Callan, & Monaghan, 2001).”
COERCED PRACTICE IMPLEMENTATION IN CASES OF LOW CULTURAL FIT: CULTURAL CHANGE AND PRACTICE ADAPTATION DURING THE IMPLEMENTATION OF SIX SIGMA AT 3M (2013, background): “Research on managed cultural change emphasizes the role of the personal charisma of organizational leaders (Kotter, 1995; Trice & Beyer, 1991) and focuses on the discursive practices through which organizational leaders openly challenge existing beliefs and invite members to embrace new ones (Fiol, ”
Struggling with Lack: A Lacanian Perspective on Organizational Identity (2009, background): “…providing an anchor in turbulent times that organizational members not only become attached to but will go to some lengths to defend (Brickson 2005; Corley and Gioia 2004; Dutton and Dukerich 1991; Elsbach and Kramer 1996; Elsbach and Bhattacharya 2001; Fiol 2002; Glynn 2000; Haslam et al. 2003).”
Identity and identification at work (2016, background): “A qualitative investigation of organizational changes proposed a model of identification transformation at the interaction between an individual’s organizational identification and organizational identity (Fiol, 2002).”
Responding to Organizational Identity Threats: Exploring the Role of Organizational Culture (2006, background): “…indicates that organizational leaders deliberately project desired images in order to stimulate internal redefinition of organizational identity (Fiol, 2002; Gioia & Thomas, 1996), and they produce ideal organizational images to promote a coherent sense of self inside their organization (Cheney…”