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From Disunited to Joint Action

Author

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  • Kaarina Mönkkönen
  • Anu Puusa

Abstract

Inter-organizational collaboration can be understood as a product of sets of conversations that draw on existing discourses. This article examines one public organization going through a fundamental organizational change. We describe the process of construction of organizational identity after a merger by using a model describing identified forms of interaction: (a) formally together, (b) unidirectional interaction, (c) juxtapositions, (d) construction of commonality, and (e) the state of joint action. There is a link between the construction of a more collectively interpreted identity and the way in which people communicate, create relationships, and network. This article highlights the relevance and meaning of conscious identity work in the process: The management’s ability and willingness to create forums for dialogue and social interaction creates potential for construction of a collectively interpreted organizational identity and promotes cooperation and collaboration.

Suggested Citation

  • Kaarina Mönkkönen & Anu Puusa, 2015. "From Disunited to Joint Action," SAGE Open, , vol. 5(3), pages 21582440155, August.
    • Handle: RePEc:sae:sagope:v:5:y:2015:i:3:p:2158244015599429
    DOI: 10.1177/2158244015599429
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    References listed on IDEAS

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    2. Celiane Camargo-Borges & Emerson F. Rasera, 2013. "Social Constructionism in the Context of Organization Development," SAGE Open, , vol. 3(2), pages 21582440134, May.
    3. Eero Vaara & Janne Tienari & Annette Risberg, 2003. "Making sense of a transnational merger : Media Texts and the (re)construction of power relations," Post-Print hal-02311682, HAL.
    4. Haridimos Tsoukas, 2009. "A Dialogical Approach to the Creation of New Knowledge in Organizations," Organization Science, INFORMS, vol. 20(6), pages 941-957, December.
    Full references (including those not matched with items on IDEAS)

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