The second volume in the Perspectives on Process Organization Studies series focuses on the notion of identity, in particular how individual and organizational identities evolve and come to be constructed through on-going activities and interactions.

Constructing Identity in and around Organizations is the second volume in Perspectives on Process Organization Studies, a series which explores an emerging approach to the study of organizations that focuses on (understanding) activities, interactions, and change as essential properties of organizations rather than structures and state - an approach which prioritizes activity over product, change over persistence, novelty over continuity, and expression over determination. The constructing of identities - those processes through which actors in and around organizations claim, accept, negotiate, affirm, stabilize, maintain, reproduce, challenge, disrupt, destabilize, repair or otherwise relate to their sense of selves and others - has become a critically important topic in the study of organizations. This volume attempts to amplify - and possibly refract - contemporary debates amongst identity scholars that question established notions of identity as "essence", "entity," or "thing". It calls for alternative approaches to understanding identity and its significance in contexts in and around organizations by conceptualizing it as "process" - that is, being continually under construction. Based in diverse theoretical and philosophical traditions and contexts, contributions by leading scholars to this volume offer new perspectives on how individual and organizational identities evolve and come to be constructed through ongoing activities and interactions.

Study of four major Mexican-American political organizations and their identity politics.

Bachelor Thesis from the year 2016 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of Cologne, language: English, abstract: Leaders act as mediators between an organization and its employees. They are agents of the organization and have a role model function for their followers. Since leaders play a significant role in motivating ethical behaviour of their subordinates, most scholars have focused on the consequences of leader behaviour on their followers. However, it is more complex and therefore ethical behaviour should be determined in a first step. Imagine a situation in which someone detects a colleague hiding information about the environmental pollution of a new production process. Is it ethically right to collaborate and be loyal to the colleagues and protect the entire organization? Or is it ethically right to tell the truth to supervisors or the public to protect the environment and a larger society? What about a situation in which someone observes a co-worker manipulating sales numbers that are necessary to achieve group targets? Is it ethically right to collaborate and maintain silence? Or is it ethically right to tell the truth even though group objectives cannot be achieved by being honest? What, if jobs are related to achievement of objects and are possibly cut in case of not obtaining these targets? Imagine a situation in which someone withholds relevant information about a customer to other members of the organization who do not work on the same team. Is it ethically right to deprive these information in order to give an edge to the in-group? Or is it ethically right to share those details across all colleagues who hold a stake in order to improve the overall performance? What is perceived as ethically right, wrong or desirable differs across cultures, organizations, individuals and situations. In contrast to the leader perspective of previous scholars and considering those differences Fehr, Yam and Dang took a follower-centric perspective on ethical leadership. Within their novel conceptualization of ethical leader perception moralized leader behaviour can entail value consistent behaviour, depending on what is morally relevant to an individual and the organizational culture. If ethical leader behaviour is subject to moral values of an individual or of the organization, it depends on either the organization and the leader’s behaviour or the moral identity of a follower and the leader’s behaviour, if this behaviour is perceived as ethically right or desirable.

Why do I write about organizations in poetry? / Caroline Ramsey -- Making your way / Dian Marie Hosking and Sheila McNamee -- Organizational science and the promises of postmodernism / Kenneth J. Gergen and Tojo Thatchenkery -- Organizations, organizing, and related concepts of change / Dian Marie Hosking -- Patterns of engagement / Christopher James Blantern and Murray Anderson-Wallace -- Subject-object relations, knowledge and power / Dian Marie Hosking and Sheila McNamee -- Auditive leadership culture: lessons from symphony orchestras / Niina Koivunen -- Reflections on power in organization / John Lannamann -- Abilities, competencies and selection decision-making / Len Holmes -- The group-in-the-making: from "group dynamics" to "relational practices" / Rene Bouwen and Johan Hovelynck -- Narrative approaches to inquiry / Sheila McNamee and Dian Marie Hosking -- Voicing differences and becoming other: life-stories of immigrants in an organizational context / Lars Nellmann Thisted and Chris Steyeart -- The social side of innovation: a process perspective / Bart Van Looy, Rene Bouwen and Koenraad Debackere -- Learning organizations: the emergence of a relational-interpretive view of organization / Mark Addleson -- Appreciative evaluation in an educational context: inviting conversations of assessment and development / Sheila McNamee -- Wittgenstein, Bakhtin, management and the dialogical / Ann L. Cunliffe and John Shotter -- Consulting: new language, new possibilities? / Klaus G. Deissler --Metaphors / Dian Marie Hosking and Sheila McNamee -- Lev Vygotsky and the New Performative Psychology: some implications for business and organizations / Lois Holzman -- Living in organizations: lessons from jazz improvisation / Frank Barrett -- Dialogue, talk, and debate / Sheila McNamee and Dian Marie Hosking -- Disturbing patterns of engagement / Christopher James Blantern and Murray Anderson-Wallace.

Institutional theory is on the rise. During the past three decades, the field of organization studies has witnessed a succession of theoretical perspectives--including contingency theory, resource dependency, and population ecology--that focus attention on one or another aspect of organizations. Only institutional theory highlights the importance of the wider social and cultural environment as the "ground" in which organizations are rooted. The original work in The Institutional Construction of Organizations sheds new light on the study of organizations. The editors bring together work from two different research traditions--the United States and Europe. The collection also layers in several important perspectives of institutional theory, including empirical observations, longitudinal analyses, market-based organizational forms, and attention to the concepts of agency and strategy. The result is a finely textured, fully developed work for scholars and advanced students of organizational theory and behavior.

&Quot;This book will be of use to construction academics and postgraduate students studying construction management research. It will also appeal to industrialists charged with managing change, as well as those working within architecture and surveying."--BOOK JACKET.