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The Cultural Context of Organizational Identity: How Belief Systems Can Frame the Practice and Role of Human Resource Development

In: The Cultural Context of Human Resource Development

Author

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  • Sheila L. Margolis

Abstract

The concept of identity has been studied at the individual level, the group level, and more specifically on the organizational level (Ashforth & Mael, 1996). The identity of an organization captures its spirit, its meaning, and its enduring attributes. Identity answers the question. “Who are we?” “‘Identity goes to the core of what something is, what fundamentally defines that entity” (Ashforth & Mael, 1996, p. 20). The organization has an identity; it is the essence of the organization, a source of stability and definition for its members and a basis for action (Albert & Whetten, 1985; Ashforth & Mael, 1996). Organizational identity is greater than a metaphorical device; it is “a phenomenon experienced by organizational members, perceived by outsiders, and central to social processes with real outcomes in organizational contexts” (Corley et al., 2006, p. 89).

Suggested Citation

  • Sheila L. Margolis, 2009. "The Cultural Context of Organizational Identity: How Belief Systems Can Frame the Practice and Role of Human Resource Development," Palgrave Macmillan Books, in: Carol D. Hansen & Yih-Teen Lee (ed.), The Cultural Context of Human Resource Development, chapter 9, pages 141-160, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-23666-0_9
    DOI: 10.1057/9780230236660_9
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