Using personal narratives to explore multiple identities in organisational contexts

Purpose The purpose of this paper is to explore and incorporate personal narratives as a new methodological tool into the qualitative research of complex organisational issues such as identity. Particularly, this study provides a fresh methodological perspective on organisational identity exploration by using personal narratives to examine multiple identities that occur in dynamic organisational contexts. Design/methodology/approach In order to examine multiple identities, personal narratives found in the 43 semi-structured in-depth interviews collected were analysed. These narratives were examined following a textual and performative analysis. Findings The paper furthers methodological discussions in organisations in three ways. First, it responds to the need for a methodological approach that allows multiple identity exploration in organisations while it presents personal narratives as a valuable methodological perspective within organisational research. Second, it extends the methodological use of personal narratives for the in-depth qualitative study of complex organisational issues such as identity. Finally, the study stretches the boundaries of mainstream organisational research by illustrating that personal narratives can be used as a methodological approach to explore organisational identities. Originality/value This research integrates personal narratives as a methodological tool into the qualitative research of dynamic organisational issues. Employing personal narratives has allowed the exploration of multiple identities that take place in organisations in a manner not previously achieved in organisational studies. The study, therefore, challenges previous organisational research and expands the boundaries of organisational identity studies, offering a new qualitative methodological account for identity exploration in organisations

Effective performance management of inter-organisational collaborations through the construction of multiple identities

Although inter-organisational collaborations can offer better services, their performance management is complex and can often fail. Through the exploration of multiple (collaborative and non-collaborative) identities formed by partners, the paper offers guidelines for a more effective performance management of inter-organisational collaborations. More specifically, drawing upon a longitudinal qualitative study of a Greek inter-organisational collaboration, the findings of the research illustrate that both collaborative and non-collaborative identities can lead to better collaboration performance. Secondly, the study suggests that it is better to maintain the tension between stability and change within the collaborative process than resolve it. Finally, it offers four collaborative patterns for a more effective performance management of inter-organisational collaborations

Why should we collaborate? Exploring partners’ interactions in the psychosocial spaces of an inter-organisational collaboration

The study explores the interplay between collaborative and independent action in inter-organisational collaborations (IOCs). Towards this aim, the research suggests the use of psychosocial spaces as an innovative perspective that allows exploring how collaborative and non-collaborative actions unfold, as partners (re)identify themselves in relation to the changing needs of the collaboration. Following a qualitative longitudinal study, the paper contributes the concept of psychosocial space as a distinctive approach to examine IOCs. In this way, the study offers an alternative way to perceive IOCs as interactive spaces characterised and transformed by the collaborative and independent activity embedded within them. It also proposes that collaborative and independent actions emerge in IOCs through identity development processes. Finally, the research suggests that identity interactions in IOCs are not a burden in need to be resolved for the achievement of a common collaborative identity

Between planned and emergent collaboration: boundary activation and identity development in the psychosocial space of a Greek educational partnership

This thesis aims to expand our understanding of inter-organisational collaborations by exploring how the process of collaboration emerges over time and how collaboration partners (re)form their identities in the developing collaboration space. For the exploration of these aims, a practice-based study of inter-organisational collaborations is followed. The study analyses the KEDDY Aitoloakarnanias collaboration in Greece. In order to examine how the KEDDY collaboration unfolds, a longitudinal ethnographic research was conducted, collecting 43 in-depth interviews, 48 documents, observations of 13 partners’ meetings and numerous field notes. The data was analysed qualitatively using thematic and narrative analysis. The results show how, as they engaged in everyday working practices, organisational members demarcated the boundaries of the collaboration by producing two types of psychosocial spaces. The ‘spaces of regulation’ provided a stable meaning framework where the partners found continuity, while the ‘learning spaces’ offered them opportunities for renewal and change. These working spaces helped partners engage with the collaborative process in a flexible way. However, they required the activation of different types of boundaries and the establishment of different types of identities through identification loops. In this way partners were able to make sense of the constant changes in the collaboration space and organise their actions accordingly. Therefore, although some of the KEDDY collaboration features were designed a priori and provided continuity through regulatory spaces, this research illustrates how the day to day collaboration unfolds as partners also explore new practices. This indicates that it is not possible to predict the outcome of the collaboration process. Notwithstanding the limitations due to the small-scale nature of this study, the results have useful implications for the understanding of the development and transformations of inter-organisational collaborations over time. This research contributes to the body of research in the area in that it strengthens the view of inter-organisational collaboration as a process and questions in which way it is currently understood in the context of contemporary inter-organisational collaboration studies

The role of Intellectual Capital Reporting (ICR) in organisational transformation: A discursive practice perspective

Intellectual Capital Reporting (ICR) has garnered increasing attention as a new accounting technology that can engender significant organisational changes. However, when ICR was first recognised as a management fashion, the intended change it heralded in stable environments was criticised for having limited impact on the state of practice. Conceiving ICR through a lens predicated on the notion of discursive practice, we argue that ICR can enable substantive change in emergent conditions. We empirically demonstrate this process by following the implementation of ICR in one organisation through interviews, documents and observations over 30 months. The qualitative analysis of the data corpus shows how situated change, subtle but no less significant, can take place in the name of intellectual capital as actors appropriate ICR into their everyday work practices while improvising variations to accommodate different logics of action. The paper opens up a new avenue to examine the specific roles of ICR in relation to the types of change enacted. It thus demonstrates when and how ICR may transcend a mere management fashion and the intended change it sets in motion through altering organisational actors’ ways of thinking and doing within the confines of their organisation

How project teams cope with temporary organizing: The role of social boundary management strategies

This paper studies the relationship between temporary and permanent aspects in temporary organizing by looking at project work as boundary work. In particular, the paper examines how short-term project teams manage the multiple social boundaries generated by temporary organizing while pursuing project work in established organizations. The paper uses material from three longitudinal qualitative studies involving a total of 81 in-depth interviews, 36 observations of team meetings and 77 documents. The analysis of the qualitative data shows how these short-term teams maintain a balance between integrating with and staying separate from other project stakeholders to ensure that their activities fit into the existing organization, whilst at the same time leaving space for enough flexibility to ensure innovation. The results suggest that the tension between separation and integration strategies needs to be maintained rather than resolved if temporary project teams are to accomplish project work. The paper provides a novel contribution to our understanding of the role of boundaries in framing temporary project work in organizations through a focus on boundary work –a previously neglected but vital dimension- expanding our current conceptualization of project teams and temporary organizin

Managing the interactions between multiple identities in inter-organizational collaborations: an identity work perspective

Inter-organizational collaboration (IOC) research considers the achievement of a collaborative identity as a key enabler of a successful collaboration. As a result, little has been said about the interactions between collaborative and non-collaborative identities. We build on narrative identity work and positioning theory, to explore how collaboration partners engage in identity work positioning to manage the interactions of the multiple identities emerging through the process of collaboration as they try to accomplish collaborative work. We illustrate this process through a qualitative longitudinal study of an educational partnership in Greece. Our analysis shows how IOC partners manage the interactions between collaborative and non-collaborative identities by positioning themselves, and others, in narratives of collaboration as part of their daily identity work when responding to emerging collaborative needs. Our research extends our current understanding of identity work processes in IOCs by demonstrating the paradoxical nature of the collaboration, which requires relying on both collaborative and non-collaborative identities for the successful achievement of aims. We therefore suggest that identity tensions should not be resolved but rather managed, since they enable partners to respond creatively to contextual organizational changes and make sense of the collaboration as it happens

Managing the identity paradox in inter‐organisational collaborations

A persistent contradiction in inter-organisational collaborations (IOCs) is between individual actors' IOC identity and their other multiple identities, and the subsequent need to maintain a delicate balance between these opposing but mutually dependent identities. Using a paradox lens and individual actors as the unit of analysis, this ethnographic study defines the “identity paradox” often present in IOCs as the interaction between actors' professional, personal, team and organisational identities with an overall IOC identity. The case demonstrates that the identity paradox allows actors to maintain a balance between adhering to IOC, which offers stability, and adjusting to emergent needs, which enables innovative behaviour. The theorisation of the identity paradox reveals that the conditions that trigger each identity tension relate to the IOC tensions of cooperation and competition, rigidity and flexibility, trust and mistrust, and confrontation and dialogue. The findings offer contribution to IOC research and to management practice