Exploring the strategy-identity nexus

Davide Ravasi · Mary Tripsas · Ann Langley

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Management and Organizational Studies Corporate Identity and Reputation Organizational Strategy and Culture

Abstract

The concepts of strategy (what we do or plan to do) and organizational identity (who we think we are) are deeply intertwined. Yet there is surprisingly little research that directly addresses their relationship. In this essay, we discuss the concepts of alignment and fit as central to the organizational identity and strategy literatures, respectively, and draw on this notion to introduce the seven articles included in the Special Issue on Exploring the Strategy-Identity Nexus. We conclude by proposing directions for further research, identifying new contexts, underexplored dimensions, and alternative ontological perspectives that are likely to enrich future explorations of strategy and organizational identity, and their mutual interrelations.

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References

1984Research in Organizational Behavior 1994Organizational Images and Member Identification 1991KEEPING AN EYE ON THE MIRROR: IMAGE AND IDENTITY IN ORGANIZATIONAL ADAPTATION.1990Loosely Coupled Systems: A Reconceptualization 2001Cultural entrepreneurship: stories, legitimacy, and the acquisition of resources 2009Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance 2004Identity Ambiguity and Change in the Wake of a Corporate Spin-off 2008Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation

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