 The Cultural Context of Organizational Identity: How Belief Systems Can Frame the Practice and Role of Human Resource DevelopmentSheila L. Margolis Chapter 9 in The Cultural Context of Human Resource Development, 2009, pp 141-160 from Palgrave Macmillan Abstract: Abstract The concept of identity has been studied at the individual level, the group level, and more specifically on the organizational level (Ashforth & Mael, 1996). The identity of an organization captures its spirit, its meaning, and its enduring attributes. Identity answers the question. “Who are we?” “‘Identity goes to the core of what something is, what fundamentally defines that entity” (Ashforth & Mael, 1996, p. 20). The organization has an identity; it is the essence of the organization, a source of stability and definition for its members and a basis for action (Albert & Whetten, 1985; Ashforth & Mael, 1996). Organizational identity is greater than a metaphorical device; it is “a phenomenon experienced by organizational members, perceived by outsiders, and central to social processes with real outcomes in organizational contexts” (Corley et al., 2006, p. 89). Keywords: Cultural Context; Organizational Identity; Identity Attribute; Human Resource Development; Organizational Attribute (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-23666-0_9 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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