IDENTITY (DE)CONSTRUCTION IN CRISIS COMPANIES

Purpose: We intend to study what exactly happens to organizational identity construction during a crisis. Thereby we are particularly interested in elucidating the influencing factors and levels for identity construction. We investigate how organizational identity was deconstructed and want to suggest a discussion of the terminology as the notion of “identity construction” does not seem to be appropriate in times of crisis, but “identity deconstruction”. Methodology: The adapted methodology was dominantly objective hermeneutics with a critical reading of the empirical material. It was supported with discursive elements and critical theory reflections. Conceptual framework: The chosen conceptual framework is the identity regulation model put forward by Alvesson and Willmott (2002) in combination with chosen supplementing models and theories. Empirical foundation: The empirical material was generated by means of semi-structured interviews on site with a variety of employees concerning their former position and function within the by now bankrupt organization. We were also able to integrate our own experience with the organization and reflective material which we were provided with by former employees of the organization. Summary Findings: The process of organizational identity construction can be divided into two parts. The first part is the dominantly investigated field of building an organizational identity based on source(s) of identification. The second, often neglected part is the deconstruction of organizational identity in which organizational members gradually withdraw from sources of identification. Thereby high-skilled workers maintain their organizational identity longer than low-skilled workers.