Tradition and identity change in public sector science organizations

Simpson, Barbara and Hibbert, Paul (2008) Tradition and identity change in public sector science organizations. International Journal of Public Administration, 31 (9). pp. 1110-1126. ISSN 0190-0692

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Official URL: http://dx.doi.org/10.1080/01900690801945723

Abstract

This paper addresses a gap in the organizational studies literature by developing tradition as a theoretical and empirical construct that parallels dynamic conceptions of identity construction. It draws on the 80 year history of the New Zealand public science sector to illustrate both the enduring and emergent nature of two specific strands of tradition. The authors conclude that if identity is conceived as a multi-dynamic process, then tradition comprises those aspects of identity that are distinguished by their long constructive and reconstructive timeframes.

Creators(s):	Simpson, Barbara ORCID: https://orcid.org/0000-0001-7771-0092 and Hibbert, Paul;
Item type:	Article
ID code:	13364
Keywords:	tradition, identity, constructivism, new zealand science sector, organizational studies, Management. Industrial Management, Public Administration, Business and International Management
Subjects:	Social Sciences > Industries. Land use. Labor > Management. Industrial Management
Department:	Strathclyde Business School > Strategy and Organisation
Depositing user:	Ms Hilde Ann Quigley
Date deposited:	18 Nov 2009 12:07
Last modified:	28 May 2020 16:28
Related URLs:	Related item
URI:	https://strathprints.strath.ac.uk/id/eprint/13364
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