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Understanding perceived organizational identity during crisis and change
16 references·15 citing·50 second hop
Understanding perceived organizational identity during crisis and change (2009)Understanding perceived organizational id…The Intersection of Organizational Identity, Knowledge, and Practice: Attempting Strategic Change Via Knowledge Grafting (2007)The Intersection of Organizat…Responding to Organizational Identity Threats: Exploring the Role of Organizational Culture (2006)Responding to Organizational …Identity Ambiguity and Change in the Wake of a Corporate Spin-off (2004)Identity Ambiguity and Change…Capitalizing on Paradox: The Role of Language in Transforming Organizational Identities (2002)Capitalizing on Paradox: The …Organizational Identity, Image, and Adaptive Instability (2000)Organizational Identity, Imag…Reframing Crisis Management (1998)Reframing Crisis ManagementMembers' Responses to Organizational Identity Threats: Encountering and Countering the Business Week Rankings (1996)Members' Responses to Organiz…Identity, Image, and Issue Interpretation: Sensemaking During Strategic Change in Academia (1996)Identity, Image, and Issue In…REFRAMING THE ORGANIZATION: WHY IMPLEMENTING TOTAL QUALITY IS EASIER SAID THAN DONE (1994)REFRAMING THE ORGANIZATION: W…Organizational Images and Member Identification (1994)Organizational Images and Mem…From crisis prone to crisis prepared: a framework for crisis management (1993)From crisis prone to crisis p…KEEPING AN EYE ON THE MIRROR: IMAGE AND IDENTITY IN ORGANIZATIONAL ADAPTATION. (1991)KEEPING AN EYE ON THE MIRROR:…Discerning Threats and Opportunities (1988)Discerning Threats and Opport…To avoid organizational crises, unlearn (1984)To avoid organizational crise…Threat Rigidity Effects in Organizational Behavior: A Multilevel Analysis (1981)Threat Rigidity Effects in Or…Field Theory in Social Science (1953)Field Theory in Social ScienceEmployees’ Appraisals and Trust of Artificial Intelligences’ Transparency and Opacity (2023)Employees’ Appraisals and Tru…CSR Unconscious Consumption by Generation Z in the COVID-19 Era—Responsible Heretics Not Paying CSR Bonus? (2021)CSR Unconscious Consumption b…Practicing identity in emergent firms: How practices shape founders’ organizational identity claims (2019)Practicing identity in emerge…Corporate identity orientation and disorientation: A complexity theory perspective (2019)Corporate identity orientatio…A communicative-tension model of change-induced collective voluntary turnover in IT (2016)A communicative-tension model…Organizations Don’t Resist Change, People Do: Modeling Individual Reactions to Organizational Change Through Loss and Terror Management (2015)Organizations Don’t Resist Ch…Leader culpability, hopelessness, and learning during organizational crises (2015)Leader culpability, hopelessn…Structures and relationships: women partners' careers in Germany and the UK (2014)Structures and relationships:…Grey areas: irresponsible corporations and reputational dynamics (2014)Grey areas: irresponsible cor…IT-driven identity work: Creating a group identity in a digital environment (2013)IT-driven identity work: Crea…The impact of silo mentality on team identity: An organisational case study (2012)The impact of silo mentality …Resisting change: organizational decoupling through an identity construction perspective (2012)Resisting change: organizatio…Resistance to Organisational Change: A Case Study of Oti Yeboah Complex Limited (2012)Resistance to Organisational …The Impact of Recession on the Implementation of Corporate Social Responsibility in Companies (2011)The Impact of Recession on th…Caught between a rock and a hard place (2011)Caught between a rock and a h…A Theory of Social Comparison Processes (1954)Qualitative Data Analysis: An Expanded Sourcebook (1994)From the Editors: For the Lack of a Boilerplate: Tips on Writing Up (and Reviewing) Qualitative Research (2009)Seeking Qualitative Rigor in Inductive Research (2012)Sensemaking in Organizations: Taking Stock and Moving Forward (2014)The Discovery of Grounded Theory (2017)The Discovery of Grounded Theory: Strategies for Qualitative Research. 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Consumer Reactions to Corporate Social Responsibility (2001)The Social Identity Theory of Intergroup Behavior (2004)A Theory of Cognitive Dissonance (2017)Attachment and Loss (1969)The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster (1993)The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications (1995)A framework for examining leadership in extreme contexts (2009)Managing Risk and Resilience (2015)Crises and Crisis Management: Integration, Interpretation, and Research Development (2016)Organizational culture and leadership (1993)Ambidexterity as a dynamic capability: Resolving the innovator's dilemma (2008)Qualitative Data Analysis (2008)Exploration and Exploitation Within and Across Organizations (2010)The Future of Resource-Based Theory (2011)Alumni and their alma mater: A partial test of the reformulated model of organizational identification (1992)Commensuration as a Social Process (1998)Rankings and Reactivity: How Public Measures Recreate Social Worlds (2007)What drives corporate social performance? 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References

  • 1953Field Theory in Social Science5,190 cited
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  • 2004Identity Ambiguity and Change in the Wake of a Corporate Spin-off2,219 cited
  • 1996Identity, Image, and Issue Interpretation: Sensemaking During Strategic Change in Academia1,805 cited
  • 2000Organizational Identity, Image, and Adaptive Instability1,726 cited
  • 1998Reframing Crisis Management1,534 cited
  • 2006Responding to Organizational Identity Threats: Exploring the Role of Organizational Culture1,509 cited
  • 1996Members' Responses to Organizational Identity Threats: Encountering and Countering the Business Week Rankings1,085 cited
  • 1988Discerning Threats and Opportunities962 cited
  • 1984To avoid organizational crises, unlearn825 cited
  • 2007The Intersection of Organizational Identity, Knowledge, and Practice: Attempting Strategic Change Via Knowledge Grafting742 cited
  • 1993From crisis prone to crisis prepared: a framework for crisis management727 cited
  • 1994REFRAMING THE ORGANIZATION: WHY IMPLEMENTING TOTAL QUALITY IS EASIER SAID THAN DONE

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582 cited
  • 2002Capitalizing on Paradox: The Role of Language in Transforming Organizational Identities505 cited
  • Cited by

    • 2012The impact of silo mentality on team identity: An organisational case study93 cited
    • 2023Employees’ Appraisals and Trust of Artificial Intelligences’ Transparency and Opacity56 cited
    • 2013IT-driven identity work: Creating a group identity in a digital environment56 cited
    • 2012Resistance to Organisational Change: A Case Study of Oti Yeboah Complex Limited55 cited
    • 2014Grey areas: irresponsible corporations and reputational dynamics55 cited
    • 2019Practicing identity in emergent firms: How practices shape founders’ organizational identity claims40 cited
    • 2019Corporate identity orientation and disorientation: A complexity theory perspective40 cited
    • 2014Structures and relationships: women partners' careers in Germany and the UK39 cited
    • 2015Organizations Don’t Resist Change, People Do: Modeling Individual Reactions to Organizational Change Through Loss and Terror Management37 cited
    • 2012Resisting change: organizational decoupling through an identity construction perspective32 cited
    • 2021CSR Unconscious Consumption by Generation Z in the COVID-19 Era—Responsible Heretics Not Paying CSR Bonus?32 cited
    • 2011The Impact of Recession on the Implementation of Corporate Social Responsibility in Companies28 cited
    • 2011Caught between a rock and a hard place27 cited
    • 2016A communicative-tension model of change-induced collective voluntary turnover in IT19 cited
    • 2015Leader culpability, hopelessness, and learning during organizational crises9 cited