7 research outputs found
Medarbejderes kommunikative handlekraft
Organizational identity has traditionally been understood as a fixed product that can be
identified and communicated to employees. Organizational identity formation should,
however, be understood as a reflexive process. There is not just one organizational
identity but several, and the construction of these identities takes place in a continuing
process among several participants. Yet, in many organizations management aims at a
conventional identity formation in the official internal identity communication, when
communicating identity to employees with the ambition of creating a monolithic
organization of devoted employees. This kind of conventional identity formation has
several implications. Firstly, it creates a gap between the official and the unofficial
identity formation. Secondly, it runs the risk of making the organization appear
untrustworthy. Thirdly, it may lead to a homogenous work force, which seems
contradictory to the strive for innovation and creativeness that also characterizes
contemporary organizations. Finally, its inherent aim of social control seems morally
questionable. Thus, organizations could beneficially strive for a higher degree of
reflexiveness by letting more voices be part of the official identity formation. The
empirically-based research on how to facilitate such reflexivity is, however, sparse.
In order to address this gap in the literature, this PhD dissertation explores how to
affect rhetorical agency at work by implementing internal employee blogs in
organizations...