The organizations moving but where are the organizational actors? An exploration of cultural and identity change

Collins, Hilary (2010). The organizations moving but where are the organizational actors? An exploration of cultural and identity change. In: British Academy of Management Conference 2010, Sep 2010, Sheffield, UK.

Abstract

This paper argues that strong identification within organizational subcultures in project teams, involved in the design and build of the ITER project France, allowed organizational actors to interpret communication tools, giving them a sense of identity which subsequently gave the team a sense of meaning and security that ensured their engagement and identification in a way that the organizational culture was unable to create. This paper goes on to illustrate the different dynamics which are played out at different levels of the organization and explores the way that resources for creating identity and meaning hindered the creation of a single and monolithic culture, and which more closely represented a fragmented and contested culture (Morgan, 1986; Clegg et al, 2005). The paper discusses the role of communication tools, in this process. The paper concludes that in a structural sense organizations can be developing for years , while an organizational identity, can dependent upon context, develop or change at a far slower pace.

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