From clinician to educator: A scoping review of professional identity and the influence of impostor phenomenon

Introduction: As healthcare educators undergo a career transition from providing care to providing education, their professional identity can also transition accompanied by significant threat. Given their qualifications are usually clinical in nature, healthcare educators’ knowledge and skills in education and other relevant theories are often minimal, making them vulnerable to feeling fraudulent in the healthcare educator role. This threat and vulnerability is described as the impostor phenomenon. The aim of this study was to examine and map the concepts of professional identity and the influence of impostor phenomenon in healthcare educators. Methods: The authors conducted a scoping review of health professions literature. Six databases were searched, identifying 121 relevant articles, eight meeting our inclusion criteria. Two researchers independently extracted data, collating and summarising the results. Results: Clinicians who become healthcare educators experience identity ambiguity. Gaps exist in the incidence and influence of impostor phenomenon in healthcare educators. Creating communities of practice, where opportunities exist for formal and informal interactions with both peers and experts, has a positive impact on professional identity construction. Faculty development activities that incorporate the beliefs, values and attributes of the professional role of a healthcare educator can be effective in establishing a new professional identity. Conclusion: This review describes the professional identity ambiguity experienced by clinicians as they take on the role of healthcare educator and solutions to ensure a sustainable healthcare education workforce.

Identity, Ambiguity, and Professionalism: Dilemmas for the Diocesan Advisor in the Republic of Ireland

A deficit in empirical studies regarding the role of the Diocesan Advisor at second-level schools in the Republic of Ireland prompted research in this area. The findings of a study carried out by the authors are outlined in this article. Perspectives of 19 Diocesan Advisors were gathered qualitatively. The concept of “visible” and “invisible” maps provided a framework. In Ireland, State inspection relies on visible mapping of inspection processes that are accessible to all stakeholders. The Diocesan Advisor, on behalf of the bishop, uses invisible maps, observing how the school is living out its Catholic remit and how religious education is carried out within the curriculum. The study identified that the role is under-resourced and lacks clarity, resulting in a widespread deficiency in the monitoring of Catholic schools’ identity and the non-examinable religious education currently on the curriculum. The study further revealed an uncertain future for the role of the Diocesan Advisor in a changing landscape. A discussion on the implications of the findings is included, and possible options for the role in the future are explored.

Why Open Innovation is Easier Said Than Done: An Organizational Identity Perspective

In this article, we explore and interpret organizational identity transformation associated with open innovation strategy of the largest telecommunication company in Italy, Telecom Italia (TIM). When TIM established eight joint laboratories within five major Italian universities to benefit from opening its business model, it transferred some of the R&D employees to the new laboratories to work with the university scientists. This organizational transformation created underexplored conditions for R&D employees engaged in the open innovation activities of the firm. Our interpretive phenomenological analysis (IPA) answers the question of “How do R&D employees experience organizational identity change in the process of open innovation?”. We based our analysis on interpreting lived experiences of 14 employees. Studying the phenomena of organizational identity change during the process of open innovation implementation suggests the following: (1) The process of open innovation through mobility of skilled R&D employees triggers organizational identity ambiguity and change, (2) Organizational identity ambiguity phase in the process of open innovation can be shortened by the support of parent company and managerial skills highlighting sensemaking mechanisms, (3) Constructing a shared organizational identity with university members involved in this process is an undeniable element of OI success for this strategy. We contribute to the literature by establishing linkages among organizational identity and open innovation and by building on recent works on the role of individuals within open innovation ecosystem. Our qualitative analysis draws on a conceptual framework for open innovation and organizational identity transformation.

Grasping for Metaphors: Identity Ambiguity Contributes to the Preference for Metaphor Usage

Metaphors are frequently used linguistic devices that have the power to clarify ambiguous topics. In turn, a clear and stable self-concept is important to psychological functioning. The current article examines the potential role of self-concept clarity in understanding metaphor usage. Study 1 found that self-concept clarity negatively predicts metaphor usage. Study 2 found that experimentally lowering self-concept clarity led to more metaphor usage in general, and that self-reported self-concept clarity was implicated as a potential mediating factor. Implications are discussed.

Anti-identity strategizing: The dynamic interplay of “who we are” and “who we are not”

In this article, we investigate the strategy–identity nexus by illustrating the interaction between organizational identity, anti-identity, and strategy. While extant research illustrates the potentially constraining role of organizational identity on change trajectories, less is known about the role of organizational anti-identity. Drawing on a qualitative case study of a leading German distributor’s 32-year history, we highlight the importance of organizational anti-identity for both continuous and discontinuous change initiatives, and illustrate how organizational members can overcome identity ambiguity by referring to “who we are not as an organization” rather than to “who we are as an organization.” We further show how managers who draw on identity reservoirs may have greater leeway when exploiting anti-identity, and how ambiguity and resistance may be overcome by referring to “who we are not” as an organization. Our findings broaden our understanding of the role of anti-identity for strategy selection and contribute to the burgeoning literature on the strategy–identity nexus.

Mission accomplished? Organizational identity work in response to mission success

How do nonprofit organizations reinvent their identities after they have accomplished all or part of their missions? This comparative case study of two Irish peacebuilding organizations explores what happens when their raison d’etre is fundamentally challenged. A successful peace process in Northern Ireland resulted in reduced support for peacebuilding organizations and a perception of mission accomplished. Conventional literature on nonprofit organizations portrays mission success as positive. We show that mission success paradoxically threatens the very existence of the organization as it may lead to member and donor dissociation. We find that mission success leads to identity ambiguity, which catalyses organizational identity work including different rhetorical strategies of self–other talk. We develop a process model illustrating competitive versus integrative approaches to organizational identity work to understand nonprofits adapting to mission success. We draw out lessons for practitioners. Focusing on a renewed mission that is consistent with the organization’s history is more important than finding a quick financial fix. Social purpose organizations can efficiently and effectively be redeployed to address new challenges, rather than recreating new organizations each time.