ORGANIZATIONAL IDENTITY, IMAGINATION AND STRATEGY 1 ORGANIZATIONAL IDENTITY, IMAGINATION AND STRATEGY (2002)
BibTeX
@MISC{Bürgi02organizationalidentity,,
author = {Peter T. Bürgi and Johan Roos},
title = {ORGANIZATIONAL IDENTITY, IMAGINATION AND STRATEGY 1 ORGANIZATIONAL IDENTITY, IMAGINATION AND STRATEGY},
year = {2002}
}
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Abstract
This paper explores the link between organizational identity (OI) and strategy in an analysis of data from an organization actively engaged in a strategy development process. It strengthens the findings of Dutton and Dukerich (1991) and Glynn (2000) by supporting the idea that OI and strategy are linked, but it also extends their work by showing that the OI-strategy relationship is important not only in the “crisis” situations they discuss. Moreover, the preliminary findings we gathered during a series of workshops with this firm directly implicate imaginative processes in representing OI, akin to the concept of national “imagined communities ” proposed by Anderson (1991). We suggest that “imagining OI ” can therefore improve strategy, just as it appears to have done for the 3 business divisions discussed in this research. As a result, this research is the first to discern a close relationship among OI, imagination, and strategy.
