This paper examines how strategy-makers attempt to reconcile change initiatives with organization... more This paper examines how strategy-makers attempt to reconcile change initiatives with organizational values and principles laid out long before and still encased in strategic identity statements such as corporate mottos and philosophies. It reveals three discursive strategies that strategy-makers use to establish a sense of continuity in time of change: elaborating (transferring part of the content of the historical statement into a new one), recovering (forging a new statement based on the retrieval and re-use of historical references), and decoupling (allowing the co-existence of the historical statement and a contemporary one). By so doing, our study advances research on uses of the past, it establishes important linkages between identity and strategy research, and enhances our understanding of the intergenerational transfer of values in family firms.
This paper examines how strategy-makers attempt to reconcile change initiatives with organization... more This paper examines how strategy-makers attempt to reconcile change initiatives with organizational values and principles laid out long before and still encased in strategic identity statements such as corporate mottos and philosophies. It reveals three discursive strategies that strategy-makers use to establish a sense of continuity in time of change: elaborating (transferring part of the content of the historical statement into a new one), recovering (forging a new statement based on the retrieval and re-use of historical references), and decoupling (allowing the co-existence of the historical statement and a contemporary one). By so doing, our study advances research on uses of the past, it establishes important linkages between identity and strategy research, and enhances our understanding of the intergenerational transfer of values in family firms.
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Papers by Innan Sasaki