Strategies for managing multiple organizational identifications: A Case of Competing Identities

Gregory S. Larson, Gerald L. Pepper

    Research output: Contribution to journalArticlepeer-review


    This case study reveals how organization members communicatively manage multiple targets and sources of identification during a time of company transition. Interview accounts are used to examine how members discursively construct understanding as they discuss two competing value-based identity structures. Results reveal three distinct discursive strategies—comparison, logic, and support—that members use to manage identity tensions, and eight corresponding communicative tactics used to enact those strategies. This focus on communicative strategies and tactics is important because identities are expressed through language, and discourse is the means available to organization members for negotiating various identity structures. Discursive strategies are central to the identity formation process and provide a window into the sensemaking of participants.

    Original languageEnglish
    Pages (from-to)528-557
    Number of pages30
    JournalManagement Communication Quarterly
    Issue number4
    StatePublished - May 2003


    • case study
    • discursive strategies
    • identification
    • identity
    • structuration theory


    Dive into the research topics of 'Strategies for managing multiple organizational identifications: A Case of Competing Identities'. Together they form a unique fingerprint.

    Cite this