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Tradition and Identity Change in Public Sector Science Organizations

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  • Barbara Simpson
  • Paul Hibbert

Abstract

This article addresses a gap in the organizational studies literature by developing tradition as a theoretical and empirical construct that parallels dynamic conceptions of identity construction. It draws on the 80 year history of the New Zealand public science sector to illustrate both the enduring and emergent nature of two specific strands of tradition. The authors conclude that if identity is conceived as a multi-dynamic process, then tradition comprises those aspects of identity that are distinguished by their long constructive and reconstructive timeframes.

Suggested Citation

  • Barbara Simpson & Paul Hibbert, 2008. "Tradition and Identity Change in Public Sector Science Organizations," International Journal of Public Administration, Taylor & Francis Journals, vol. 31(9), pages 1110-1126.
    • Handle: RePEc:taf:lpadxx:v:31:y:2008:i:9:p:1110-1126
    DOI: 10.1080/01900690801945723
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