Organizational Identity and Firm Performance: What Happens When Leaders Disagree About “Who We Are?”
研究113家非营利专业剧院的两位高层领导对组织认同的分歧如何影响绩效，发现分歧越大，门票收入和净收入越低，极端分歧时绩效最差。
This study examines how the organizational success of 113 nonprofit professional theatres was affected when two top leaders responsible for different parts of the organization held divergent views about organizational identity. Focusing on five values that differentiate theatres, we find that leaders’ disagreement about organizational identity was related to lower ticket revenues and lower net income, and that organizational performance was lowest when disagreement about identity was extreme. Although some findings suggest that minor identity disagreement between leaders may not hurt organizations, results generally support the perspective that leaders should actively promote a single identity.