Who are we and the elements that comprise it in society are similar if not the same for people as for organisations. Concepts used to understand who we are is identity, identification, and reputation. Major contributors to these are Stuart Albert, David A. Whetten, Jane E. Dutton, Janet M. Dukerich, Charles Fomburn, and Mark Shanley.
The identity is the concept constructed on internal beliefs of oneself (ideational), personal definition (definitional), and perception of experiences (phenomenological) that all answer the question of “who are we?” (Whetten, 2006). Furthermore, the attributes of the type of organisation contribute to identity whether it is positive or negative (Whetten, 2006). When it comes to identification it is the result of …show more content…
Dutton et al., 1994). Now even if this assumption about identity is true and its effects on identification it is also brought up that a divergence in perspective and thinking of the organisation where they work, will alter their actions and in turn the identification formed with the organisation (Jane E. Dutton et al., 1994). Reputation is more multifaceted in its composition when it comes to the assumptions versus the other two concepts and when related to performance between organisations through reputation, as it is a factor to social legitimacy, it causes a wide difference (Rao, …show more content…
The commitment to acting responsibly in how they manage their activities is reflected in how they confront issues in line with their core beliefs (J. E. Dutton & Dukerich, 1991) as well as the foundation of trust that members within the organisation can identify with. An organisations reputation of how it will be corporately responsible is built and defined in the environment giving way to developing not only the level of their reputation but also the level of power they have as these two elements correlate (Fombrun & Shanley, 1990).
The role of the manager is to understand, embody and promote the identity of the organisation to make it clear intention and direction (Whetten, 2006). This directly affects the strength of the identity for the organisation internally through identification (Jane E. Dutton et al., 1994) and externally through reputation (Fombrun & Shanley,
The identity is the concept constructed on internal beliefs of oneself (ideational), personal definition (definitional), and perception of experiences (phenomenological) that all answer the question of “who are we?” (Whetten, 2006). Furthermore, the attributes of the type of organisation contribute to identity whether it is positive or negative (Whetten, 2006). When it comes to identification it is the result of …show more content…
Dutton et al., 1994). Now even if this assumption about identity is true and its effects on identification it is also brought up that a divergence in perspective and thinking of the organisation where they work, will alter their actions and in turn the identification formed with the organisation (Jane E. Dutton et al., 1994). Reputation is more multifaceted in its composition when it comes to the assumptions versus the other two concepts and when related to performance between organisations through reputation, as it is a factor to social legitimacy, it causes a wide difference (Rao, …show more content…
The commitment to acting responsibly in how they manage their activities is reflected in how they confront issues in line with their core beliefs (J. E. Dutton & Dukerich, 1991) as well as the foundation of trust that members within the organisation can identify with. An organisations reputation of how it will be corporately responsible is built and defined in the environment giving way to developing not only the level of their reputation but also the level of power they have as these two elements correlate (Fombrun & Shanley, 1990).
The role of the manager is to understand, embody and promote the identity of the organisation to make it clear intention and direction (Whetten, 2006). This directly affects the strength of the identity for the organisation internally through identification (Jane E. Dutton et al., 1994) and externally through reputation (Fombrun & Shanley,