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7: Organizational Identity and Diversity

Organizational Communication - Theory, Research, and Practice · LibreTexts

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    From LibreTexts, under CC BY-NC-SA 3.0, as the source states it; its equations are written in TeX, which the PDF shows typeset. This page at LibreTexts.

    To convey its identity to the world, however, the organization must first establish its own firm sense of who “we” are. And because “we” means everyone, then organizational identity is not just a corporate matter to be decided by management. To carry off its corporate image, individual organization members—from executives to employees—must buy into and identify with the organization.

    • 7.1: Introduction to Organizational Identity and Diversity
      This page explores organizational identity, underscoring its formation through internal and external communication. It highlights how fast food chains seek distinct identities in a competitive landscape. Effective identity management requires unifying employees while embracing diverse viewpoints to enhance creativity and adaptability.
    • 7.2: Identity and the Organization
      This page explores organizational identity, emphasizing its dynamic nature shaped by internal and external influences and differentiating it from culture and image. The evolution of identity theories, including Ting-Toomey's and Hecht's models, illustrates identity as a layered and interactive construct. Key researchers highlight the complexities of identity formation amid changing environments.
    • 7.3: Identity and the Organization Member
      This page examines organizational identity and identification, emphasizing the relationship between employee self-identities and organizational values. It outlines socialization phases and the role of shared values in fostering loyalty and motivation. Foucault’s theories of power and self-discipline are introduced, along with critiques of identity regulation by Alvesson and Willmott.
    • 7.4: Diversity and the Organization
      This page examines the effects of demographic changes on the labor force, emphasizing the dual opportunities and challenges for organizations. It critiques outdated management theories for overlooking diversity and advocates for cultural shifts that accommodate varied identities. There is a focus on the enforcement of laws against workplace discrimination and the need for employers to ensure inclusive practices.
    • 7.E: Exercises
      This page discusses the evolution of the Port Authority of New York and New Jersey's organizational identity in response to homelessness in the 1980s. Initially regarded as a competent transportation provider, the Authority transformed its identity from focusing on eviction to becoming an advocate for the homeless. This change illustrates the relationship between organizational identity, culture, and the influence of external perceptions on self-reflection and strategic management.

    Thumbnail: Organizational Identity and Culture: Hatch & Schultz. Image used with permiussion (CC BY-SA-NC; anonymous).

    This page titled 7: Organizational Identity and Diversity was last modified on Wed, 26 Aug 2026 21:00:51 GMT and is shared under a CC BY-NC-SA 3.0 license and was authored, remixed, and/or curated by Staff via source content that was edited to the style and standards of the LibreTexts platform.