Managing identity conflicts in organizations: a case study of one welfare nonprofit organization

Chenhall, Robert H., Hall, Matthew and Smith, David (2015) Managing identity conflicts in organizations: a case study of one welfare nonprofit organization. Nonprofit and Voluntary Sector Quarterly, 1-19. doi:10.1177/0899764015597785


Author Chenhall, Robert H.
Hall, Matthew
Smith, David
Title Managing identity conflicts in organizations: a case study of one welfare nonprofit organization
Journal name Nonprofit and Voluntary Sector Quarterly   Check publisher's open access policy
ISSN 0899-7640
1552-7395
Publication date 2015-07-31
Sub-type Article (original research)
DOI 10.1177/0899764015597785
Open Access Status Not Open Access
Start page 1
End page 19
Total pages 19
Place of publication Thousand Oaks, CA, United States
Publisher Sage Publications
Collection year 2016
Language eng
Abstract How nonprofit organizations manage multiple and conflicting identities is not well understood. In a case study of a nonprofit welfare organization, we use Pratt and Foreman’s (2000) framework of identity management responses to illuminate different ways that nonprofit organizations can seek to manage and potentially resolve identity conflicts. We focus on the actual practices nonprofit organizations use to manage multiple identities and, in particular, reveal the important role of organizational routines and artifacts in facilitating or constraining particular identity management responses.
Keyword Identity
Conflict
Routines
Artifacts
Case study
Q-Index Code C1
Q-Index Status Provisional Code
Institutional Status Non-UQ
Additional Notes Published online 31 July 2015

Document type: Journal Article
Sub-type: Article (original research)
Collections: Non HERDC
UQ Business School Publications
 
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Created: Mon, 01 Feb 2016, 14:51:28 EST by Karen Morgan on behalf of UQ Business School