A Play of Several Acts: A Case Study on Identity Work At and Across Levels of Analysis - and its Implications on Actions in an Organizational Context

Abstract: Identity work has gained much scholarly interest in social- and management studies. Previous research acknowledges that the multitude of identities inherent in a subject may create conflicts in case the balance is threatened. Thereby, in understanding how subjects arrive at a new temporary steady-state helping them to make sense of the threatening situation and subsequently act on it, researchers recognize the importance of studying the identification process; identity work; in detail. However, previous studies have largely taken a particular theoretical standpoint, while neglecting the levels of identities that a subject balances, in favor of simplifying matters. The organizational context, where each employee simultaneously occupies one or several roles, belongs to one or more groups as well as the larger organization, implies that the overarching identity of a subject is in fact the result of identities across several levels. This study explores how identity work occurs at and across levels; individual, group and organizational; simultaneously following an ambiguous situation, exemplified by a personal data breach, as well as what its implications are on actions, exemplified by an external response to customers. In doing so, a multi-theoretical single-case study approach is adopted wherein data is collected in a qualitative manner through both in-depth interviews and an experiment. Findings reveal that the identity work process is subjective and diverse, influenced by contextual factors. With the context in mind, this study shows that, at the individual level, subjects engage in identity work by using the tactic(s) of distancing themselves from the role, suppressing their personal selves, or by seeking to find an optimal balance between their personal selves and their roles. At the group level, subjects engage in identity work by maintaining and strengthening the group, or by suppressing their group identity. At the organizational level, subjects use the tactic(s) of either clinging onto certain values or separating themselves from the organization. Given the nestedness of levels in the organizational context, however, the study concludes that subjects engage in identity work across levels by revising the identity hierarchy that fits the ambiguous situation. The study yields important implications for managers, since it shows that identity work impacts employees' actions. However, given that identity work is highly subjective, the actions likewise differ. Although there are tendencies within groups of similar subjects to arrive at the same perception of how to act, unitary action across the entire organization is inhibited, given that identities are interpreted differently, based on each subject's standpoint. In illuminating the how of identity work, at and across levels, and its relatedness to actions, this study contributes by giving clarity to an ambiguous research area, while providing practitioners with the understanding needed to reduce dissonance experienced within the organization.