Identity and collaborative strategy in the Canadian HIV/AIDS treatment domain
通过加拿大艾滋病治疗领域社区组织与制药公司的协作案例，分析推动者如何通过认同、反认同和去认同的身份工作来实施协作策略，并揭示其中的局限与张力。
We explore the links between identity and strategy making by drawing upon a case study of a collaborative strategy implemented by community organizations and pharmaceutical companies involved in Canadian HIV/AIDS treatment. In implementing collaborative strategy, our analysis shows that champions engage in identity work that simultaneously involves: identification with their respective constituencies and, specifically, with categories associated with high legitimacy; counter-identification from their respective constituencies by constructing themselves as different from its core members; and dis-identification away from their constituency towards their collaborative partners. We also examine the interactions between champions and other actors involved in the strategic change process to show the limits and tensions involved in such identity work. We conclude with a discussion of the implications for research and practice.