Communication can be viewed as a negotiation of identity. In that negotiation it is inevitable that conflicts in identity will occur (Lederach, as cited in Stewart, 2006). When that conflict is between one's personal identity and the corporate identity an organization asks, or even requires of that person, what processes are used to reconcile those differences? This question becomes even more salient in an organization utilizing a cultural style of organizational structure (Conrad & Poole, 2005). Cultural organizational structures are rooted in a belief that people, as emotional beings, need to feel connected to their work community. Understanding identity reconciliation techniques (Hecht & Jung, 2004, Tracy & Trethewey, 2003) and challenges such as these can help leaders in cultural organizations to lead more effectively and treat their employees in a manner consistent with cultural organizational ideology. Employees and members of organizations may be more productive and find greater satisfaction when personal and work identities are closely aligned. Based on previous research on identity formation, cultural organizations, and ethics (Christians, 2008), this ethnographic study of an evangelical vocational ministry seeks to bring clarity to the processes and ethical implications of identity in a "strong” cultural organization.
|Advisor:||Crandall, Heather, Hoover, Kristine|
|Commitee:||Caputo, John, Dare, Alexa, Inagaki, Nobuya|
|Department:||Communication and Leadership|
|School Location:||United States -- Washington|
|Source:||MAI 50/06M, Masters Abstracts International|
|Subjects:||Religion, Ethics, Management, Communication, Organizational behavior|
|Keywords:||Ethics, Faith-based organization, Identity, Leadership, Reconcile, Strong culture|
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