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The organizational identity of a fam...

Tompkins, Rosamond.

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The organizational identity of a family business: The role of hybrid identity in organizational events.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	The organizational identity of a family business: The role of hybrid identity in organizational events./
Author:	Tompkins, Rosamond.
Description:	240 p.
Notes:	Source: Dissertation Abstracts International, Volume: 71-03, Section: A, page: 1109.
Contained By:	Dissertation Abstracts International71-03A.
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3396912
ISBN:	9781109663280

The organizational identity of a family business: The role of hybrid identity in organizational events.
Tompkins, Rosamond.

The organizational identity of a family business: The role of hybrid identity in organizational events. - 240 p.

Source: Dissertation Abstracts International, Volume: 71-03, Section: A, page: 1109.

Thesis (Ed.D.)--The George Washington University, 2010.

The social actor conceptualization of organizational identity has been defined as the "claims made" by those who can speak for the organization which delineate "the central and enduring attributes of an organization that distinguish it from other organizations" (Whetten, 2006, p. 220). As hybrid organizations emanate from the dictates of two institutions, a hybrid organizational identity is characterized by competing identity claims that are inviolate, indispensable, and incompatible (Albert & Adams, 2002; Albert, Godfrey, & Whetten, 1999). This qualitative case study explored the organizational identity claims of a 70 year old family owned business in the refrigerated food logistics industry. The research objective was to ascertain whether organizational identity claims competed with one another as the entity encountered critical events in its history, and if so, how these competing claims were navigated. Data were gathered from documents, interviews, and observations. Results revealed five organizational identity claims that were not inherently incompatible; a claim of family ownership and control emerged roughly as the first OI claim, connecting the entity to the values of an early leader, and appeared to preside over critical events in the history of the enterprise as an anchoring claim. Results related to differing legacies of early founders, contextual issues regarding opportunities presented by untimely succession, and the value of outside directors also emerged from the study. Conclusions offer refinements to organizational identity theory, suggesting the utility of the construct in examining critical events, and provide the first application of hybrid organizational identity theory to family business research.

ISBN: 9781109663280Subjects--Topical Terms:

626628
Business Administration, Management.

The organizational identity of a family business: The role of hybrid identity in organizational events.
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008 130515s2010 ||||||||||||||||| ||eng d
020 $a 9781109663280
035 $a (UMI)AAI3396912
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100 1 $a Tompkins, Rosamond. $3 1672828
245 1 4 $a The organizational identity of a family business: The role of hybrid identity in organizational events.
300 $a 240 p.
500 $a Source: Dissertation Abstracts International, Volume: 71-03, Section: A, page: 1109.
500 $a Adviser: Andrea J. Casey.
502 $a Thesis (Ed.D.)--The George Washington University, 2010.
520 $a The social actor conceptualization of organizational identity has been defined as the "claims made" by those who can speak for the organization which delineate "the central and enduring attributes of an organization that distinguish it from other organizations" (Whetten, 2006, p. 220). As hybrid organizations emanate from the dictates of two institutions, a hybrid organizational identity is characterized by competing identity claims that are inviolate, indispensable, and incompatible (Albert & Adams, 2002; Albert, Godfrey, & Whetten, 1999). This qualitative case study explored the organizational identity claims of a 70 year old family owned business in the refrigerated food logistics industry. The research objective was to ascertain whether organizational identity claims competed with one another as the entity encountered critical events in its history, and if so, how these competing claims were navigated. Data were gathered from documents, interviews, and observations. Results revealed five organizational identity claims that were not inherently incompatible; a claim of family ownership and control emerged roughly as the first OI claim, connecting the entity to the values of an early leader, and appeared to preside over critical events in the history of the enterprise as an anchoring claim. Results related to differing legacies of early founders, contextual issues regarding opportunities presented by untimely succession, and the value of outside directors also emerged from the study. Conclusions offer refinements to organizational identity theory, suggesting the utility of the construct in examining critical events, and provide the first application of hybrid organizational identity theory to family business research.
590 $a School code: 0075.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Education, Business. $3 1017515
650 4 $a Sociology, Organizational. $3 1018023
690 $a 0454
690 $a 0688
690 $a 0703
710 2 $a The George Washington University. $b Education and Human Development. $3 1018508
773 0 $t Dissertation Abstracts International $g 71-03A.
790 1 0 $a Casey, Andrea J., $e advisor
790 1 0 $a Whetten, David A. $e committee member
790 1 0 $a Sharma, Pramodita $e committee member
790 $a 0075
791 $a Ed.D.
792 $a 2010
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3396912