Davide Ravasi

Guillaume Soenen

Lin Lerpold

Johan van Rekom

Organizational Identity in Practice provides much-needed, in-depth studies on what happens when aspirations, claims and beliefs interact. Given the practical needs of managers and students, this exciting new text provides readers with more insight into what differences in these identity aspirations, claims and beliefs really mean and what we may expect to occur when these differences become visible and what the outcomes of these processes are likely to be. The diverse case studies illustrate how well-known firms have dealt with the broad issues of "who we are as an organization" and "what makes us similar or distinct from others" and cover a broad range of industries, firms, and organizational forms. The cases from companies such as Air France, AT&T, Bang & Olufsen, BP, Statoil, Starbucks, Scania and Alfa Romeo are focused on the broad topics of organizational identity, strategy and the environment, multiple and conflicting identities, the construction of identities, and how organizations express and project their identities. The authors give scholars, students and managers valuable ideas on how to deal with organizational identity challenges within firms.

Organizational Identity in Practice

Guido Corbetta

Morton Huse

Combines different disciplinary perspectives: management, economics, sociology, business history. Addresses current topics like ethnic entrepreneurship, the role of the state and state-owned companies in promoting entrepreneurship, entrepreneurship and family business, collective entrepreneurship, differences in entrepreneurship dynamics around the world. Gathers perspectives from different countries and research traditions. Softcover version of the original that published in March 2004.

Crossroads of Entrepreneurship

Michael G. Pratt

The topic of organizational identity has been fast growing in management and organization studies in the last 20 years. Identity studies focus on how organizations define themselves and what they stand for in relation to both internal and external stakeholders. Organizational identity (OI) scholars study both how such self-definitions emerge and develop, as well as their implications for OI, leadership and change, among others. We believe there are at least four inter-related reasons for the growing importance of OI. OI addresses essential questions of social existence by asking: Who are we and who are we becoming as a collective? It is a relational construct connecting concepts and ideas that are often viewed as oppositional, such as "us" and "them" or "similar" and "differen." OI is also nexus concept serving to gather multiple central constructs, also represented in this Handbook. Finally, OI is inherently useful, as knowing who you are is the foundation for being able to state what you stand for and what you are promising to others, no matter their relation with the organization. The Handbook provides a road-map to the OI field organized in over 25 chapters across seven sections. Each chapter not only offers a broad overview of its particular topic, each also advances new knowledge and discusses the future of research in its area of focus.

Davide Ravasi

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