• Demonstrate an understanding of the central concepts, theories, models and perspectives presented in the course.
• Demonstrate an ability to analyze practice-oriented situations and cases, using concepts, theories, models and perspectives discussed in the course.
• Formulate effective solutions to problems or situations in regard to identity, using the concepts, theories, models and perspectives addressed in the course.
• Deliver well‐structured and compelling written and oral presentations on identity associated issues, tailored to the needs of a specific audience.

Identities are often recognized as important. They function as sources of belonging and have been shown to enhance productivity, job satisfaction, cooperation, intentions to stay and knowledge sharing among others. Moreover, they provide a foundation for image, branding, reputation and strategy. If not managed well, however, identities can cause prejudice and division within organizations. Thus, for the top management, as well as the line manager and the HR consultant, it is crucial to establish a sense of ”Who are we?”, “What are we here for?” and “Where are we going?”, while avoiding organizational silos and “we are better than them”-thinking.

Identity cultivation and management is important for public and private, as well as small, medium and large organizations. However, in particular, identity management become crucial when the organization is a start-up, fast-growing, undergoing major changes, merging or taking over another business, experiencing external threats, expanding internationally, has new leaders, is culturally diverse or have cross-disciplinary or cross-organizational teams.

In this course, the students will learn how leaders, managers and HR consultants, can manage and facilitate identities in organizations based on an in-depth understanding of identity formation dynamics. Readings and lectures emphasize that the formation of identities is a complex issue, involving internal and external stakeholders, efforts of management, as well as the everyday practices of organizational members. Applying a broad approach, we move beyond organizational identities, exploring the often strong identity that can emerge in the unit, project, team, and work group.

Participants will examine this topic using a cross-disciplinary approach and become familiar with theories inspired by sociology as well as social-psychology. Drawing on a broad framework, we translate theory into specific managerial practices, e.g. HR-strategy, selection and training practices, ways of organizing work, and leadership practices. Moreover, the content of the course also applies to volunteer organizations.

The course will cover topics related to identity such as:

• Developing unique and well-functioning communities at the workplace
• Managing diversity and inclusion
• Re-framing talent management: using the identity lens to improve HRM practices
• Facilitating identity in R&D and knowledge-based organizations
• Facilitating identity in production, engineering and service organizations
• Managing identity during organizational change, e.g., re-structures, acquisitions and mergers
• Identity complexity: cross-cutting & dual identities (e.g., matrix organizations), identities in informal groups
• Organizational identity theory, the social identity theory, the self-categorization theory

This course's development of personal competences
This course stimulates the development of analytical skills as well as the ability to navigate through different, and sometimes incompatible, fields of research. At the same time, the participants will develop capabilities in the application and translation of theory into practice.

Indicative literature in the course:

• Albert, S. & Whetten, D. A. 1985. Organizational identity. In L. L. Cummings & B. M. Staw (eds.): Research in organizational behaviour, 7: 263-295. Greenwich, CT: JAI Press.
• Ashforth, B. E., Harrison, S. H. & Corley, K. G. 2008. Identification in Organizations: An Examination of Four Fundamental Questions. Journal of Management, 34(3): 325-374.

• Ashforth, B. E. and Kreiner, G. E. 1999. ”How can you do it?”: Dirty Work and the Challenge of Constructing a Positive Identity. Academy of Management Review, 24(3): 413-434.

• Clark, S. M., Gioia, D. A., Ketchen, D. J. Jr. and Thomas, J. B. 2010. Transitional Identity as a Facilitator of Organizational Identity Change during a Merger. Administrative Science Quarterly, 55(3): 397-438.

• Dutton, J. E. and Dukerich, J. M. 1991. Keeping an eye on the mirror: Image and identity in organizational adaptation. Academy of Management Journal, 34(3): 517-554.

• Gioia, D. A., Patvardhan, S. D., Hamilton, A. L. and Corley, K. G. 2013. Organizational Identity Formation and Change. Academy of Management Annals, 7(1): 123-193.

• Haslam, S. A. 2004. Chapter 2: The Social Identity Approach. In Psychology in Organizations, 2th edition, pp.17-39. Thousand Oaks, California: Sage Publications.

• Millward, L. J. and Postmes, T. 2010. Who We Are Affects How We Do: The Financial Benefits of Organizational Identification. British Journal of Management, 21: 327-339.

• Pratt, M. G. and Rafaeli, A. 1997. Organizational Dress as a Symbol of Multilayered Social Identities. Academy of Management Journal, 40(4): 862-898.

• Ravasi, D. and Schultz, M. 2006. Responding to Organizational Identity Threats: Exploring the Role of Organizational Culture. Academy of Management Journal, 46(3): 433-458.

• Tajfel, H. and Turner, J. C. 1979. An Integrative Theory of Intergroup Conflict. In W. G. Austin and S. Worchel (eds): The Social Psychology of Intergroup Relations, pp. 38-43.