Controlling managers' 'becoming': the practice of identity regulation
I explore here the process of controlling managers 'becoming' through the practices of identity regulation. My focus is on how identity regulation is performed through individuals' concrete actions. Through a qualitative longitudinal study on managerial training, three contributions are offered. Identity regulation discourses are performed through micro-practices showing that identity regulation is far from being a top-down process; identity regulation practices are sustained by "side" practices which secure organizational members' participation and enactment of these discourses; finally, identity work is not only an autonomous and individual process and it can be a deliberate target of identity regulation practices.
|Date of creation:||01 Aug 2013|
|Date of revision:|
|Publication status:||Published in François-Xavier de Vaujany et Nathalie Mitev. Materiality and Space, Palgrave, pp.314-340, 2013, 9781137304087|
|Note:||View the original document on HAL open archive server: https://hal.archives-ouvertes.fr/hal-00849533|
|Contact details of provider:|| Web page: https://hal.archives-ouvertes.fr/|
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- Empson, Laura, 2004. "Organizational identity change: managerial regulation and member identification in an accounting firm acquisition," Accounting, Organizations and Society, Elsevier, vol. 29(8), pages 759-781, November.
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