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Article
Publication date: 3 June 2021

Angela Greco, Thomas Long and Gjalt de Jong

The aim of this research is to investigate the relationship between (dual) organizational identity and individual heuristics – simple rules and biases – in the process of strategy…

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Abstract

Purpose

The aim of this research is to investigate the relationship between (dual) organizational identity and individual heuristics – simple rules and biases – in the process of strategy change. This paper offers a theory on identity reflexivity as a cognitive mechanism of strategy change in the context of organizational hybridity.

Design/methodology/approach

The authors draw on a 2-year ethnographic study at a Dutch social housing association dealing with the process of strategy change. The empirical data comprises of in-depth semi-structured interviews, ethnographic observations as well as secondary sources.

Findings

Conflicting identities at the organizational level influence heuristics at the individual level, since members tend to identify with their department's identity. Despite conflicting interpretations, paths of cognitive shortcuts – that the authors define as internal and external identity reflexivity – are shared by the conflicting identities.

Research limitations/implications

The findings of this research are subject to limitations typical of a qualitative case-study, such as possibly being context dependent. The authors argue that this research contributes to the understanding of how individual heuristics relate to organizational heuristics, and suggest that the process of identity reflexivity can contribute to the alignment of conflicting identities enabling strategy formation in the context of a dual-identity organization.

Practical implications

Understanding how managers with conflicting identities achieve agreements is important to help organizational leaders to pursue sustainability-oriented strategy change.

Social implications

Given the pressure experienced by mission-driven organizations to integrate multiple sustainability demands in their mission, understanding managers' decision-making mechanism when adapting to new, often conflicting, sustainability demands is important to accelerate societal sustainability transitions.

Originality/value

This paper addresses the process of new strategy design in the context of a socially driven business. This context fundamentally differs from the one addressed by the existing heuristics literature with respect to organizational environment and role, and specific competing demands.

Details

Management Decision, vol. 59 no. 7
Type: Research Article
ISSN: 0025-1747

Keywords

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Article
Publication date: 2 March 2015

Gjalt De Jong

– The purpose of this study is to analyse whether, and if so, how, personal background and intellectual assets determine individual cooperation.

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Abstract

Purpose

The purpose of this study is to analyse whether, and if so, how, personal background and intellectual assets determine individual cooperation.

Design/methodology/approach

The purpose of this paper is to analyse whether, and if so, how, social and human capital determine cooperation.

Findings

The empirical results show that variations in human and social capital offer a substantial explanation for the likelihood of cooperative behaviour in people involved in social dilemma situations.

Research limitations/implications

Testing the model in an international setting with non-student subjects (managers, policymakers) would allow us to explore the consequences of cross-national differences in various forms of capital.

Practical implications

Successful implementation of strategic change requires leaders who are able to effectively communicate and motivate employees. The study highlights what factors makes some leaders more cooperative and, hence, potentially more successful in supervising corporate change than others.

Social implications

For sustainable growth, countries need leaders who are willing and able to collaborate not only with other international leaders but also within their public administration. This paper offers explanations why some political leaders more than others are able to successfully collaborate with their political opponents.

Originality/value

The added value of mainstream economics to understand key elements of international business is limited due to their stringent behavioural assumptions. The research is original in that it shows that individuals make decisions not like rational machines but like real human beings.

Details

critical perspectives on international business, vol. 11 no. 1
Type: Research Article
ISSN: 1742-2043

Keywords

Available. Content available
Article
Publication date: 2 March 2015

Joanne Roberts and Christoph Dörrenbächer

166

Abstract

Details

critical perspectives on international business, vol. 11 no. 1
Type: Research Article
ISSN: 1742-2043

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