The role of organizational identity in emergent strategymaking processes

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dc.contributor.advisorKorneef, S.
dc.contributor.authorJanssen, Aniek
dc.date.issued2021-06-30
dc.description.abstractIn this thesis, the influence of organizational identity on the emergent strategy making process was researched. Organizational identity asks: “Who are we as an organization?” and describes the being of the organization, while strategy is about the actions and activities of an organization and thus describes the doing of the organization. While the strategy-identity nexus has received attention in the context of large organizations, it remains underexplored in the context of small- and medium-sized enterprises (SME), where an emergent strategy making process is likely to be present. This thesis was designed as a qualitative inductive research. A case study was conducted within a Dutch SME that is specialized in selling complete barbecue and gourmet packages. Data was collected through interviews and archival documents. The results showed that in the organization there was no influence of the organizational identity on the emergent strategy of the organization. However, it was found that organizational identity did play a role in how employees felt the effects of strategy making in the organization. How strategy is made in the organization does have an influence through the filter of organizational identityen_US
dc.embargo.lift10000-01-01
dc.embargo.typePermanent embargoen_US
dc.identifier.urihttps://theses.ubn.ru.nl/handle/123456789/11221
dc.language.isoenen_US
dc.thesis.facultyFaculteit der Managementwetenschappenen_US
dc.thesis.specialisationStrategic Managementen_US
dc.thesis.studyprogrammeMaster Business Administrationen_US
dc.thesis.typeMasteren_US
dc.titleThe role of organizational identity in emergent strategymaking processesen_US
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