Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
The Journal of Applied Behavioral Science
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Harrison, J. D.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

Multiple Imaginings of Institutional Identity

A Case Study of a Large Psychiatric Research Hospital

Julia D. Harrison

Trent University

In 1996-1997, the author conducted research at the Hanson Institute of Psychiatry, a large psychiatric research hospital in a North American city. The author came to understand that there was a desire on the part of some senior managers to cultivate a loyalty and a sense of responsibility among staff to a singular institutional identity. This issue frames this article, drawing on anthropological understandings of the idea of culture, Martin’s fragmentation model, Maffesoli’s ideas of the social imaginary, and Goffman’s discussion of the individual perspective of an organization from "in the cracks." The author discusses the nested imaginings that any individual would have if one considers the institutional; professional, departmental, or occupational; and individual imaginaries that fuelled employees’ ideas of the institution. There could be no real imagining of "the Hanson" because individuals imagined they worked for "a Hanson," each imagining a slightly different institution from "in the cracks."

The Journal of Applied Behavioral Science, Vol. 36, No. 4, 425-455 (2000)
DOI: 10.1177/0021886300364003
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Human RelationsHome page
P. I. Morgan and E. Ogbonna
Subcultural dynamics in transformation: A multi-perspective study of healthcare professionals
Human Relations, January 1, 2008; 61(1): 39 - 65.
[Abstract] [PDF]

Home page
 Journal of Business and Technical CommunicationHome page
B. Ran and P. R. Duimering
Imaging the Organization: Language Use in Organizational Identity Claims
Journal of Business and Technical Communication, April 1, 2007; 21(2): 155 - 187.
[Abstract] [PDF]

Home page
 Organization StudiesHome page
S. R. Clegg, C. Rhodes, and M. Kornberger
Desperately Seeking Legitimacy: Organizational Identity and Emerging Industries
Organization Studies, April 1, 2007; 28(4): 495 - 513.
[Abstract] [PDF]

Home page
 Human RelationsHome page
K. G. Corley
Defined by our strategy or our culture? Hierarchical differences in perceptions of organizational identity and change
Human Relations, September 1, 2004; 57(9): 1145 - 1177.
[Abstract] [PDF]

Home page
 Management LearningHome page
S. S. Taylor,, D. Fisher, and R. L. Dufresne
The Aesthetics of Management Storytelling: A Key to Organizational Learning
Management Learning, September 1, 2002; 33(3): 313 - 330.
[Abstract] [PDF]