ABSTRACT
A strong identity is an avenue for achieving positive images among internal
stakeholders, a favorable reputation in the labor market, and, thus, a means to
secure and sustain competitive advantage
Practitioners and academics have shown consistency in the concepts of
identity for a number of years; however, an impasse has been reached and the
area requires a move towards addressing an empirical paralysis
Central to the identity formation, maturation, and dissemination process, are
management and employees
Organizational culture is central to the study of identity. However, identity
literature shows weakness in the treatment of the concept with regard to
several aspects including the approach that culture is shared by most, if not
all, organizational members, thus disregarding aspects of conflict and
ambiguity
Organizational culture is an important frame of reference and an interpretive
mechanism also used by all organizational members to translate
management-transmitted identity programs into images, perceptions,
cognitions, and emotions towards their organization, colleagues, and
subordinates. Cultural processes are dynamic and require close attention
Identity studies necessitate the study of meanings behind all cultural
manifestations deposited by management and employees
An identity formation, maturation, and formation process model is presented
and is aimed at galvanizing empirical research
Although not the panacea to modern corporate ills, identity provides managers with a strategic resource for building and delivering value among employees and, consequently, enhancing employee retention, recruitment and loyalty. Over time, such desirable outcomes result in strong and enduring reputations that fuel profitability, growth, and competitive advantage.
