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

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.

ORCID iDs

Simpson, Barbara ORCID: https://orcid.org/0000-0001-7771-0092

• Share and Export
  

  RDF+XMLBibTeXRIOXX2 XMLRDF+N-TriplesJSONDublin CoreAtomSimple MetadataReferMETSArchivematicaHTML CitationASCII CitationOpenURL ContextObjectEndNoteOpenURL ContextObject in SpanMODSMPEG-21 DIDLEP3 XMLData Cite XMLRIS (EndNote Online, Zotero, Ref manager, etc)RDF+N3Multiline CSV
• Citations and altmetrics
• Item metadata

  Item type:	Article
  ID code:	13364
  Dates:	Date Event 2008 Published
  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:	20 Jan 2021 18:06
  Related URLs:	Related item
  URI:	https://strathprints.strath.ac.uk/id/eprint/13364