Collective identity construction in international collaborations

Zhang, Ying and Huxham, Chris (2019) Collective identity construction in international collaborations. Journal of General Management. ISSN 0306-3070 (In Press)

[img]
Preview
Text (Zhang-Huxham-JGM-2019-Collective-identity-construction-in-international)
Zhang_Huxham_JGM_2019_Collective_identity_construction_in_international.pdf
Accepted Author Manuscript

Download (477kB)| Preview

    Abstract

    This paper explores the dynamic processes of collective identity formation among the participating organizational members in inter-organizational collaborations that cross national boundaries. A longitudinal, qualitative multi-case study research approach was adopted in the empirical investigation of collective identity in three international business collaborations that involve a Sino-British strategic partnership, a Sino-Australian and a Sino-Polish joint venture. Based on the analyses of the data collected from in-depth interviews, participant observation and archival materials, a theoretical framework of collective identity (re)formation is developed. It suggests that two inseparable elements (states and processes) constitute a cyclic and enduring process of collective identity formation through partners’ orchestrating discursive resources involving a common sense of ‘we-ness’. The shifts between various states are driven by partners’ processes of negotiation, integration, solidification and reformation of collective identity. A deconstruction process may also emerge, giving rise to the termination of the collaborative relationship. The research presented in this article advances the understanding of collective identity formation in the field of organizational identity by extending the discursive perspective of collective identity into the context of inter-organizational collaborations that cross national borders. This research also provides further empirical evidence on the active role played by organizational members in the use of cultural narratives as strategic resources to express their identity beliefs, which differs from the deterministic view of culture in shaping organizational members’ behaviors.