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- W3183770196 abstract "Literature has established that organizational change is challenging when it is deemed as contradictory to “who we are as an organization.” Consequently, rarely do organizations carry out changes that violate their identity. However, organizations must change or die when sudden and dramatic restructuring of environmental conditions make it impossible for an entire organizational form to continue business in taken-for-granted ways. The important question is how organizations quickly revise their cognitive beliefs to embrace identity-violating changes. This qualitative study, with data collected in real time on American art house theaters’ response to COVID-19 pandemic, reveals one mechanism that organizations rely on when carrying out identity-violating changes. Organizations decouple their identity into values and technology and consider their identity-violating changes as violating only the technological part of their identity while preserving the more important, value-based part of identity. Committing to values (as opposed to technology) enables organizations to experiment with a new, identity-violating technology and enact it in a way that can be consistent with values and be complementary with their previous technology. This study sheds light on the motivating and guiding role of values in navigating identity-violating organizational changes. It also has practical implications for organizations transforming under extraordinary circumstances." @default.
- W3183770196 created "2021-08-02" @default.
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- W3183770196 date "2021-08-01" @default.
- W3183770196 modified "2023-09-24" @default.
- W3183770196 title "The Role of Organizational Values in Art Houses’ Identity-violating Transformation during COVID-19" @default.
- W3183770196 doi "https://doi.org/10.5465/ambpp.2021.10833abstract" @default.
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