Experiences of Academic Unit Reorganization: Organizational Identity and Identification in Organizational Change

Abstract

This paper presents a case study of departmental reorganization. Using journals kept by five faculty members, the study traces the difficulties of establishing an organizational identity for and faculty identification with the new unit. The analysis suggests that reorganizations may not produce anticipated advantages. Many of the new department's problems are related to the inability of the faculty to engage in forming the culture and identity of the new unit.

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