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dc.contributor.authorMönkkönen, Kaarina
dc.contributor.authorPuusa, Anu
dc.date.accessioned2016-06-10T09:28:57Z
dc.date.available2016-06-10T09:28:57Z
dc.date.issued2015-08-10
dc.identifier10.1177/2158244015599429
dc.identifier.citationKaarina Mönkkönen, Puusa Anu. From Disunited to Joint Action Dialogue Reflecting the Construction of Organizational Identity After a Merger. AGE Open Vol.: 5, Issue: 3. DOI: 10.1177/2158244015599429 Published 10 August 2015.fi_FI
dc.identifier.issn2158-2440
dc.identifier.urihttps://erepo.uef.fi/handle/123456789/55
dc.descriptionArticle
dc.description.abstractInter-organizational collaboration can be understood as a product of sets of conversations that draw on existing discourses. This article examines one public organization going through a fundamental organizational change. We describe the process of construction of organizational identity after a merger by using a model describing identified forms of interaction: (a) formally together, (b) unidirectional interaction, (c) juxtapositions, (d) construction of commonality, and (e) the state of joint action. There is a link between the construction of a more collectively interpreted identity and the way in which people communicate, create relationships, and network. This article highlights the relevance and meaning of conscious identity work in the process: The management’s ability and willingness to create forums for dialogue and social interaction creates potential for construction of a collectively interpreted organizational identity and promotes cooperation and collaboration.fi_FI
dc.language.isoenfi_FI
dc.publisherSAGE Publicationsfi_FI
dc.relation.ispartofseriesSAGE Open
dc.relation.urihttp://dx.doi.org/10.1177/2158244015599429
dc.rightsCC BY 3.0 http://creativecommons.org/licenses/by/3.0/
dc.subjectinteractionfi_FI
dc.subjectjoint actionfi_FI
dc.subjectcollaborationfi_FI
dc.subjectorganizational identityfi_FI
dc.subjectdialoguefi_FI
dc.subjectpublic sectorfi_FI
dc.subjectmergerfi_FI
dc.titleFrom Disunited to Joint Action: Dialogue Reflecting the Construction of Organizational Identity After a Mergerfi_FI
dc.typehttp://purl.org/eprint/type/JournalArticle
dc.description.versionPublisher's pdf
dc.contributor.departmentFaculty of Social Sciences and Business
uef.solecris.id34762765
eprint.statushttp://purl.org/eprint/status/PeerReviewed
dc.type.publicationinfo:eu-repo/semantics/article
dc.rights.accessrights© Authors
dc.relation.doi10.1177/2158244015599429
dc.description.reviewstatushttp://purl.org/eprint/status/PeerReviewed
dc.format.pagerange1-13
dc.relation.issn2158-2440
dc.relation.issue3
dc.relation.volume5


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