Identity dynamics as a barrier to organizational change

McInnes, P., Beech, N., de Caestecker, L., MacIntosh, R. and Ross, M. (2006) Identity dynamics as a barrier to organizational change. International Journal of Public Administration, 29(12), pp. 1109-1124. (doi: 10.1080/01900690600854779)

Abstract

This article seeks to explore the construction of group and professional identities in situations of organizational change. It considers empirical material drawn from a health demonstration project funded by the Scottish Executive Health Department, and uses insights from this project to discuss issues that arise from identity construction(s) and organizational change. In the course of the project studied here, a new organizational form was developed which involved a network arrangement with a voluntary sector organization and the employment of “lay-workers” in what had traditionally been a professional setting. Our analysis of the way actors made sense of their identities reveals that characterizations of both self and other became barriers to the change process. These identity dynamics were significant in determining the way people interpreted and responded to change within this project and which may relate to other change-oriented situations.

• Item Type: Articles
• Status: Published
• Refereed: Yes
• Glasgow Author(s) Enlighten ID: De Caestecker, Dr Linda and MacIntosh, Professor Robert
• Authors: McInnes, P., Beech, N., de Caestecker, L., MacIntosh, R., and Ross, M.
• Subjects: H Social Sciences > HM Sociology
• College/School: College of Social Sciences > Adam Smith Business School > Management
• Journal Name: International Journal of Public Administration
• Publisher: Taylor & Francis
• ISSN: 0190-0692
• ISSN (Online): 1532-4265
• Published Online: 01 January 2006
• Copyright Holders: Copyright © 2006 Taylor & Francis
• First Published: First published in International Journal of Public Administration 29(12):1109-1124
• Publisher Policy: Reproduced in accordance with the copyright policy of the publisher.