Below is a list of my publications with links to PDFs and abstracts.


Anti-identity strategizing: The dynamic interplay of “who we are” and “who we are not” (joint work with Sarah Stanske and Anna Canato)

In this article, we investigate the strategy–identity nexus by illustrating the interaction between organizational identity, anti-identity, and strategy. While extant research illustrates the potentially constraining role of organizational identity on change trajectories, less is known about the role of organizational anti-identity. Drawing on a qualitative case study of a leading German distributor’s 32-year history, we highlight the importance of organizational anti-identity for both continuous and discontinuous change initiatives, and illustrate how organizational members can overcome identity ambiguity by referring to “who we are not as an organization” rather than to “who we are as an organization.” We further show how managers who draw on identity reservoirs may have greater leeway when exploiting anti-identity, and how ambiguity and resistance may be overcome by referring to “who we are not” as an organization. Our findings broaden our understanding of the role of anti-identity for strategy selection and contribute to the burgeoning literature on the strategy–identity nexus.


(Un)Mind the gap: How organizational actors cope with an identity–strategy misalignment (joint work with Matthias Wenzel, Joep Cornelissen, Jochen Koch & Michael Hartmann)

In this article, we explore how organizational actors cope with a perceived misalignment between their organization’s identity and strategy. Based on an inductive, interpretive case study at a public broadcasting organization, we identify three cognitive tactics through which organizational members cope with an identity–strategy misalignment: contextualization, abstraction, and fatalism. Furthermore, we show that the enactment of these cognitive coping tactics coincides with specific strategy-related tasks that prioritize different aspects of an organization’s identity and, therefore, invokes different conceptions of the identity–strategy misalignment. Based on these findings, we develop a framework that conceptualizes how organizational members cope with an identity–strategy misalignment. We end the article by discussing the implications of our study for further research on the linkages between organizational identity and strategy.

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