Organizational Identity and Culture in the Context of Managed Change: Transformation in the Carlsberg Group, 2009–2013

2015 ◽  
Vol 1 (1) ◽  
pp. 58-90 ◽  
Author(s):  
Mary Jo Hatch ◽  
Majken Schultz ◽  
Anne-Marie Skov
Keyword(s):  
Organizational Identity ◽  
Managed Change ◽  
Change Transformation

Humor at Work: Coping With Stress and Increasing Organizational Identity

2011 ◽  
Author(s):  
Leslie C. Follman ◽  
Anita L. Blanchard ◽  
Arnie Cann ◽  
O. Jerome Stewart
Keyword(s):  
Organizational Identity ◽  
Coping With Stress

The Social Identity of Hosts and Patrons

2018 ◽  
Author(s):  
Christel Lane
Keyword(s):  
World War Ii ◽  
Organizational Identity ◽  
World War ◽  
Social Segregation ◽  
Social Mixing ◽  
The Social ◽  
Late Twentieth ◽  
Nineteenth And Twentieth Centuries ◽  
Post War ◽  
Late Twentieth Century

This chapter analyses inns, taverns, and public houses in their social context, exploring their organizational identity and the social positions of their owners/tenants. It examines how patrons express their class, gender, and national identity by participation in different kinds of sociality. Seventeenth- and eighteenth-century hostelries afforded more opportunities for cross-class sociability than in later centuries. Social mixing was facilitated because the venues fulfilled multiple economic, social, and political functions, thereby providing room for social interaction apart from communal drinking and eating. Yet, even in these earlier centuries, each type of hostelry already had a distinctive class character, shaping its organizational identity. Division along lines of class hardened, and social segregation increased in the nineteenth and twentieth centuries, up to World War II. In the post-War era, increased democratization of society at large became reflected in easier social mixing in pubs. Despite this democratization, during the late twentieth century the dominant image of pubs as a working-class institution persisted.

scholarly journals Perspectives of organizational identity in a health higher education institution: a mixed-method analysis

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Ubirajara José Picanço de Miranda Junior ◽  
Maria Rita Carvalho Garbi Novaes ◽  
Henrique Batista Araújo Santos ◽  
João Fellipe Santos Tatsch ◽  
Rafael Sanches Ferreira ◽  
...  
Keyword(s):  
Higher Education ◽  
Focus Groups ◽  
Organizational Identity ◽  
Mixed Method ◽  
Teaching And Learning ◽  
Education Institution ◽  
Early Years ◽  
Common Interest ◽  
Public Higher Education ◽  
Higher Education Institution

Abstract Background Among the processes to be experienced by any organization during its establishment is the formation of an organizational identity. This process can be understood as the activity and event through which an organization becomes unique in the mind of its members. An organizational identity leads to an identification and both are directly associated with the success of an institution. This study is about a public higher education institution in health in its early years, with distinctive characteristics in the country where it is situated. In spite of having been successful in the graduation of its students it has fragile institutional bases, lack of autonomy and internal problems common to other institutions of this type. Thus, this study was conducted to understand how this institution defined itself among its own members, the elements of its identity and what justified its relative success despite its weaknesses. Methods A mixed-method approach was used to evaluate how a representative portion of this organization identifies with it. For the qualitative study two focus groups were conducted with transcripts submitted to content analysis proposed by Bardin, culminating in results from which a Likert scale-based questionnaire was elaborated and applied to 297 subjects. Results There were six central elements of the organizational identity made evident by the focus groups: political / ideological conflict; active teaching and learning methodologies; location / separation of campuses; time of existence; teaching career; political-administrative transformations. The quantitative analysis revealed in more detail the general impressions raised in the focus groups. Most results were able to demonstrate distinct identifications of the same identity with its exposed weaknesses. Conclusions Lack of autonomy, administrative and structural shortcomings and ideological or political conflicts presented themselves as problems capable of destabilizing the identity of a public higher education institution. On the other hand, one way to combat such problems is through the development of the institution itself, particularly by becoming more active and useful to the community and seeking in a common interest to the higher administration agencies.

Change, Transformation & Leadership

ITNOW ◽  
2020 ◽  
Vol 62 (4) ◽  
pp. 56-57
Author(s):  
Johanna Hamilton
Keyword(s):  
Work Efficiency ◽  
New Model ◽  
People Development ◽  
Change Transformation ◽  
Transformation Leadership

Abstract Trevor Hall, Community Lead for Architecture and Operations at the Financial Conduct Authority (FCA) talks to Johanna Hamilton AMBCS about a new model for work efficiency, prioritising people development and how awards reflect team excellence.

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