Abstract

Organizational identity usually is portrayed as that which is core, distinctive, and enduring about the character of an organization. We argue that because of the reciprocal interrelationships between identity and image, organizational identity, rather than enduring, is better viewed as a relatively fluid and unstable concept. We further argue that instead of destabilizing an organization, this instability in identity is actually adaptive in accomplishing change. The analysis leads to some provocative, but nonetheless constructive, implications for theory, research, and practice.

Keywords

Identity (music)InstabilityOrganizational identityImage (mathematics)PsychologySociologySocial psychologyManagementComputer scienceArtificial intelligenceEconomicsMechanicsPhilosophyOrganizational commitmentAestheticsPhysics

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Publication Info

Year
2000
Type
article
Volume
25
Issue
1
Pages
63-81
Citations
1726
Access
Closed

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Cite This

Dennis A. Gioia, Majken Schultz, Kevin G. Corley (2000). Organizational Identity, Image, and Adaptive Instability. Academy of Management Review , 25 (1) , 63-81. https://doi.org/10.5465/amr.2000.2791603

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DOI
10.5465/amr.2000.2791603