An Organizational Identity Approach to Strategic Groups

Vikas Anand (), Mahendra Joshi () and Anne M. O'Leary-Kelly ()
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Vikas Anand: Sam M. Walton College of Business, University of Arkansas, Fayetteville, Arkansas 72701
Mahendra Joshi: Seidman College of Business, Grand Valley State University, Grand Rapids, Michigan 49504
Anne M. O'Leary-Kelly: Sam M. Walton College of Business, University of Arkansas, Fayetteville, Arkansas 72701

Organization Science, 2013, vol. 24, issue 2, 571-590

Abstract: We argue that a firm forms three distinct relationships with strategic groups—identification, disidentification, and ambivalent identification. Firms can form any of these relationships with multiple strategic groups, and the set of these relationships comprises a firm's strategic group configuration (SGC). We propose that the nature of a firm's identity influences the characteristics of its SGC. We demonstrate the implications of our model by exploring how a firm's strategic group configuration affects its information-seeking behaviors. Finally, we describe how the SGC framework offers several key implications for this field of research.

Keywords: strategic groups; organizational identity; organizational identification; strategic group identity (search for similar items in EconPapers)
Date: 2013
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Citations: View citations in EconPapers (5)

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Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:24:y:2013:i:2:p:571-590

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