(Un)Mind the gap: How organizational actors cope with an identity–strategy misalignment. (February 2020)

• Record Type: Journal Article
• Authors: Wenzel, Matthias; Cornelissen, Joep P.; Koch, Jochen; Hartmann, Michael; Rauch, Madeleine
• Is Part Of: Strategic organization. Volume 18:Number 1(2020)
• Page Start: 212
• Page End: 244
• Publication Date: 2020-02
• Subjects: cognitive tactics -- coping -- misalignment -- organizational identity -- strategy; Management -- Periodicals; Organization -- Periodicals; Business planning -- Periodicals; Strategic planning -- Periodicals; Gestion stratégique; Planification stratégique; Théorie des organisations; Périodique électronique (Descripteur de forme); Ressource Internet (Descripteur de forme); 658.4012
• DOI: 10.1177/1476127019856524
• Languages: English
• ISSNs: 1476-1270

Abstract

In this article, we explore how organizational actors cope with a perceived misalignment between their organization's identity and strategy. Based on an inductive, interpretive case study at a public broadcasting organization, we identify three cognitive tactics through which organizational members cope with an identity–strategy misalignment: contextualization, abstraction, and fatalism. Furthermore, we show that the enactment of these cognitive coping tactics coincides with specific strategy-related tasks that prioritize different aspects of an organization's identity and, therefore, invokes different conceptions of the identity–strategy misalignment. Based on these findings, we develop a framework that conceptualizes how organizational members cope with an identity–strategy misalignment. We end the article by discussing the implications of our study for further research on the linkages between organizational identity and strategy.