Organizational identity and firm performance: What happens when leaders disagree about who we are?

• 成果类型: Article
• 署名作者: Voss, Zannie Giraud; Cable, Daniel M.; Voss, Glenn B.
• 署名单位: Duke University; University of North Carolina; University of North Carolina Chapel Hill; North Carolina State University
• 刊物名称: ORGANIZATION SCIENCE
• ISSN/ISSBN: 1047-7039
• DOI: 10.1287/orsc.1060.0218
• 发表日期: 2006
• 页码: 741-755
• 关键词: conflict management; ORGANIZATIONAL IDENTITY; ORGANIZATIONAL VALUES; nonprofit arts industry

摘要

This study examines how the organizational success of 113 nonprofit professional theatres was affected when two top leaders responsible for different parts of the organization held divergent views about organizational identity. Focusing on five values that differentiate theatres, we find that leaders' disagreement about organizational identity was related to lower ticket revenues and lower net income, and that organizational performance was lowest when disagreement about identity was extreme. Although some findings suggest that minor identity disagreement between leaders may not hurt organizations, results generally support the perspective that leaders should actively promote a single identity.