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    Corporate Culture and Employee Identity: Cooption or Commitment through Contestation?

    Access Status
    Fulltext not available
    Authors
    Price, Christine
    Whiteley, Alma
    Date
    2014
    Type
    Journal Article
    
    Metadata
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    Citation
    Price, C. and Whiteley, A. 2014. Corporate Culture and Employee Identity: Cooption or Commitment through Contestation? Journal of Change Management. 14 (2): pp. 210-235.
    Source Title
    Journal of Change Management
    DOI
    10.1080/14697017.2014.896391
    ISSN
    1469-7017
    School
    Graduate School of Business
    URI
    http://hdl.handle.net/20.500.11937/34966
    Collection
    • Curtin Research Publications
    Abstract

    Existing studies provide limited perspectives on consequences of corporate attempts to co-opt employees' identities and gain their commitment to management-espoused, values-based culture change, especially when employees perceive that managers are not living the required values. We conducted a grounded, empirical study within the Australian financial sector and explored employees' narrated experiences of living through a strategic cultural change programme, one which fostered strong social identification with the organization. Employees' informal folkloric activities privately validated (or otherwise) the corporate values through management's enactment of them: a derived and interpretative process we describe as employee ‘received practice’. When employees negatively experienced critical incidents, they had no legitimate avenue for contested meaning-making activities to resolve their concern; there was no available ‘negotiated practice’. Employee disengagement, diminished commitment and loss of discretionary energy resulted. Contributing to theory building, this paper presents ‘commitment through contestation’ as a sustainable, co-created corporate culture process. We propose that design of a conducive and situated environment, which validates folkloric discourse and includes employees in controversial dialogue within a relationship of mutuality, may foster sustainable cultural change by the addressing of value-threatening events and by allowing reaffirmation of both employee identification and their conditional commitment to the organization.

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