Employees’ organizational identification in times of strategic change a case study on the introduction of a CSR-embedded corporate strategy
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2023-08-23
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en
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Corporate Social Responsibility (CSR) is an indispensable topic in business as well as in the academic world. Consequently, shifts from a CSR-peripheral corporate strategy to a CSR-embedded corporate strategy are likely to become an increasingly often occurring phenomenon. An underlying mechanism that may provide more understanding of how employees relate to this strategic change is called organizational identification. This case study aims to contribute to this interesting field of research by investigating the organizational identification of employees at two different points in time through retrospective interviews, conducted at a company operating in the leisure industry. Moreover, several managers were interviewed, and strategic documents were analyzed to better understand the company’s strategy. In contrast to the suggestions from previous research that employees likely identify more with a strategy that emphasizes CSR, there are no clear indications that this is the case in the current research. As this is a single case study, these findings should be interpreted with caution. Finally, implications for theory, managerial recommendations, and recommendations for future research are discussed.
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Faculteit der Managementwetenschappen