Beyond belief: Strategic taboos and organizational identity in strategic agenda setting

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dc.identifier.uri http://dx.doi.org/10.15488/2292
dc.identifier.uri http://www.repo.uni-hannover.de/handle/123456789/2318
dc.contributor.author Hoon, Christina
dc.contributor.author Jacobs, Claus D.
dc.date.accessioned 2017-11-17T08:10:21Z
dc.date.available 2017-11-17T08:10:21Z
dc.date.issued 2014
dc.identifier.citation Hoon, C.; Jacobs, C.D.: Beyond belief: Strategic taboos and organizational identity in strategic agenda setting. In: Strategic Organization 12 (2014), Nr. 4, S. 244-273. DOI: https://doi.org/10.1177/1476127014544092
dc.description.abstract A comprehensive strategic agenda matters for fundamental strategic change. Our study seeks to explore and theorize how organizational identity beliefs influence the judgment of strategic actors when setting an organization’s strategic agenda. We offer the notion of “strategic taboo” as those strategic options initially disqualified and deemed inconsistent with the organizational identity beliefs of strategic actors. Our study is concerned with how strategic actors confront strategic taboos in the process of setting an organization’s strategic agenda. Based on a revelatory inductive case study, we find that strategic actors engage in assessing the concordance of the strategic taboos with organizational identity beliefs and, more specifically, that they focus on key identity elements (philosophy; priorities; practices) when doing so. We develop a typology of three reinterpretation practices that are each concerned with a key identity element. While contextualizing assesses the potential concordance of a strategic taboo with an organization’s overall philosophy and purpose, instrumentalizing assesses such concordance with respect to what actors deem an organization’s priorities to be. Finally, normalizing explores concordance with respect to compatibility and fit with the organization’s practices. We suggest that assessing concordance of a strategic taboo with identity elements consists in reinterpreting collective identity beliefs in ways that make them consistent with what organizational actors deem the right course of action. This article discusses the implications for theory and research on strategic agenda setting, strategic change, a practice-based perspective on strategy, and on organizational identity. © The Author(s) 2014. eng
dc.language.iso eng
dc.publisher London : SAGE Publications Ltd.
dc.relation.ispartofseries Strategic Organization 12 (2014), Nr. 4
dc.rights Es gilt deutsches Urheberrecht. Das Dokument darf zum eigenen Gebrauch kostenfrei genutzt, aber nicht im Internet bereitgestellt oder an Außenstehende weitergegeben werden. Dieser Beitrag ist aufgrund einer (DFG-geförderten) Allianz- bzw. Nationallizenz frei zugänglich.
dc.subject Organizational identity beliefs eng
dc.subject strategic agenda setting eng
dc.subject strategic options eng
dc.subject strategic taboo eng
dc.subject.ddc 650 | Management ger
dc.title Beyond belief: Strategic taboos and organizational identity in strategic agenda setting
dc.type article
dc.type Text
dc.relation.issn 1476-1270
dc.relation.doi https://doi.org/10.1177/1476127014544092
dc.bibliographicCitation.issue 4
dc.bibliographicCitation.volume 12
dc.bibliographicCitation.firstPage 244
dc.bibliographicCitation.lastPage 273
dc.description.version publishedVersion
tib.accessRights frei zug�nglich


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