Abstract
D.Litt. et Phil.
Recent studies have found that the life expectancy of organisations is rapidly declining
(currently between 40 and 50 years) and that organisational decline and bankruptcy were
increasing at disturbing rates. Equally recent contributions in the popular and business
press have suggested that the expensive path to corporate failure could be linked to the
"identity" or "corporate identity" of the organisation (more specifically the absence thereof).
With the exception of the public relations and advertising perspectives, scant attention has
been given to the notion of identity within an organisational context. Moreover, very little
scholarly research has been conducted on the subject with much of the available literature
written at a fairly superficial level by consultants or executives of advertising agencies. This
is largely due to the abstract nature of the concept, the ambiguity surrounding its meaning,
and the practice of using the organisation identity concept interchangeably with concepts
such as corporate image and corporate identity.
The current study set about to investigate and determine the theoretical and practical
relevance of the organisation identity concept and argued that conceptual clarity was a
prerequisite for exploring its relevance at an empirical level. The literature review
commenced with clarification of the meaning and nature of organisation, acknowledging
that organisational features (e.g. organisation identity) need to be understood from within
the context of the organisation. Organisation theory, psychological perspectives (theory) on
organisation, organisational change, organisational performance and new / emerging forms
of organisation were subsequently reviewed and a fundamental perspective established as
context for considering the concept of organisation identity. The empirical findings of the study were consistent with many of the theoretical
assumptions regarding the nature of identity (essentially the organisation's distinctive
character, as conveyed by its unique / distinctive, central or core and enduring features).
Results furthermore suggest that processes of identity acquisition and the concept of
identity crisis may be rewarding avenues for continued research. Conclusions, though
constrained by the non-probability (convenience) nature of the research sample,
nonetheless confirmed the linkage (and sensitivity) of organisation identity to the more
generic life cycle of organisations and organisational change processes. The strong and
pervasive relationship of organisation identity with organisational performance indexes has
profound implications for the conceptualisation of organisations, their management and
survival, and generally the role of leadership. It introduces a hitherto unknown concept into
the performance management domain, which, on reflection, suggests that many
established managerial routines, and practices may need to be reconsidered. For this
research population, it is suggesting that management may comfortably redirect
managerial focus, energy, and other resources towards identity establishment,
maintenance and/or management with solid prospects for enhancing organisational
performance. The latter is applicable regardless of whether performance in this context
refers to short or medium term financial or other indicators.
It was concluded that if the research findings could be extrapolated to a broader community
of organisations, and were acted upon in a concerted manner by management, that the life
expectancy of organisations could be significantly extended. This will ensure positive
benefits not only to the workforce and those affected by organisations, but also society at
large.