The role of the identity in achieving sustainable organizational performance / the opinions of a sample of faculty members in the colleges of the University of Duhok * "Comparative analysis study"
The current study sought to uncover the role of the organizational identity in achieving sustainable organizational performance at the University of Duhok. In order to reach the desired results of the study, we relied on the literature on the subject that dealt with the variables of the study in building the theoretical and methodological frameworks for it. A questionnaire form was designed to collect data from the field side. The study sample included (452) faculty members at the researched university. While the statistical analysis of the data was carried out using the statistical software (SPSS), a number of statistical indicators were calculated, which formed the basis for presenting and discussing the results of the field analysis. The study came out with a set of conclusions, including the existence of positive statistically significant relationships between the organizational identity and sustainable organizational performance, and the organizational identity has a significant effect on the sustainable organizational performance. A set of proposals were drawn up that focused on the necessity of attention by the academic leaders of the university being researched on the combined dimensions of organizational identity (centralization, distinction, and continuity) in order to achieve sustainable organizational performance.
1. Schudy , Ch. (2010). Contextual Ambidexterity in Organizations: Antecedents and Performance Consequences. Unpublished Dissertation, Graduate School of Business Administration, University of St. Gallen, Switzerland .
7.2 Journals and periodical
1. Akbari, Mohsen; Kashani, Sayed Hesam; Nikookar, Hani and Ghaemi, Javad. (2014). Servant leadership and organizational identity: The mediating role of job involvement. International Journal of Organizational Leadership 3 (2014) 41-5
2. Albert ,S. and Wheetten ,D.A.(1985). Organizational identity. Research in Organizational Behavior. 7: 263–295.
3. Alhaddi, Hanan. (2015). Triple Bottom Line and Sustainability: A Literature Review. Business and Management Studies,1 (2) ,p.6-10.
4. Al-Zawahreh , Abdelghafour ; Hailat , Salah ; Al-Jaradat , Mahmoud and Bataineh , Omar. (2018). Green Organizational Identity and Environmental Commitment in Higher Education , International Journal of Business and Social Science Vol. 9 • No. 10 ,p.87-93.
5. Ashforth, B.E. and Mael, F. (1989). Social identity theory and the organization, Academy of Management Review, 14(1), 20–39
6. Balmer, J.M.T. (2001). Corporate identity, corporate branding and corporate marketing. Seeing through the fog, European Journal of Marketing, 35(3), 248–291.
7. Bhattacharya, Mousumi; Gibson, Donald E. and Doty, D. Harold. (2005). The Effects of Flexibility in Employee Skills, Employee Behaviors, and Human Resource Practices on Firm Performance, School of Business, Fairfield University, Journal of Management, 31(4),p. 622-640.
8. Bruch, H. and Vogel, B. (2011). Strategies for creating and sustaining organizational energy. Employment Relations Today, 38 (2), p.51-61.
9. Buk, Tuba ; Atakan-Duman, Sirin ; and Pasamehmetoglu ,Aysin. (2017). The University Identity: Communication of Identity Themes. International Business and Accounting Research Journal Volume 1, Issue 2, p. 55-70.
10. Chowdhury , Dhiman D. (2013). Organizational citizenship behavior towards sustainability. International journal of management, Economic and social sciences, 2 (1) , P. 28-53.
11. Dainiene, Rasa and Dagiliene, Lina. (2015). A TBL Approach Based Theoretic call Framework for Measuring Social Innovations. Procedia - Social and Behavioral Sciences, 213 , p. 275 – 280.
12. Ford, R. (2008). Complex adaptive systems and improvisation theory: Toward framing a model to enable continuous change. Journal of Change Management, 8(3-4), p.173-198.
13. Gioia, D.A., Schultz, M., and Corley, K.G. (2000). Organizational identity, image, and adaptive instability. Academy of Management Review, 25(1), 63–81.
14. Gumusluoglu,Lale and Ilsev, Arzu. (2009).Transformational leadership, creativity, and organizational innovation. Journal of Business Research, 62(4),P.461-473.
15. Hubbard, Graham.(2009). Measuring Organizational Performance: Beyond the Triple Bottom Line. Business Strategy and the Environment, Vol. 19. 177–191
16. Hatch, M.J. and Schultz, M. (2002). The dynamics of organizational identity. Human Relations, 55, 989–1018.
17. Huang-Horowitz, Nell C. and Freberg, Karen, (2016). Bridging organizational identity and reputation messages online: a conceptual model. International Journal, Vol. 21, No. 2, pp.195-212
18. Kozica, Arjan M. F.; Gebhardt, Christian; Müller-Seitz, Gordon; Kaiser, Stephan. (2015). Organizational Identity and Paradox: An Analysis of the Stable State of Instability of Wikipedia's Identity. Journal of Management Inquiry. 24 (2): 186–203.
19. Kunze , Florian and Bruch , Heike. (2010) . Age-Based Faultlines and Perceived Productive Energy: The Moderation of Transformational Leadership. Journal of Small Group Research (SGR) Volume: 41 issue: 5, page(s): 593-620.
20. Maletic, M., Maletic, D.,and Gomiscek, B. (2018). The role of contingency factors on the relationship between sustainability practices and organizational performance. Journal of Cleaner Production, vol. 171, pp. 423-433
21. Marcus, H., and Wurf, E. (1987). The dynamic self-concept: A social psychological perspective. Annual Review of Psychology , 38, pp. 299-337.
22. Mesmer-Magnus, J.R.; Asencio, R.; Seely, P.W.; DeChurch, L.A.(2015). How organizational identity affects team functioning: The identity instrumentality hypothesis. Journal of management , 44, 1530–1550
23. Perry-Smith, J. (2006) . Social yet creative : The role of Social relationships in
faciliting individual creativity . Academy of Management JournalVol. 49, No. 1.p.85-101.
24. Pratt, Michael G.; Foreman, Peter O. (2000). Classifying Managerial Responses to Multiple Organizational Identities. The Academy of Management Review. 25 (1): 18–42
25. Ravasi, Davide and Phillips, Nelson. (2011). Strategies of alignment: organizational identity management and strategic change at Bang and Olufsen. Strategic Organization, Vol. 9, No. 2 . 103–135
26. Smith, Wendy K. and Lewis, Marianne W. (2011). Toward a Theory of Paradox: A Dynamic Equilibrium Model of Organizing. Academy of Management Review, 36(2),p. 381-403.
27. Snihur, Yuliya. (2016). Developing optimal distinctiveness: organizational identity processes in new ventures engaged in business model innovation. Entrepreneurship and Regional Development , 28(3):1-27.
28. Song,W. and Yu, H. (2018). Green innovation strategy and green innovation: The roles of green creativity and green organizational identity. Corp. Soc. Responsib, Environ. Manag, 25, 135–150.
29. Steiner, Lars, Agneta C. Sundström, and Kaisu Sammalisto. (2013). An analytical model for university identity and reputation strategy work. Higher Education 65(4): 401-415
30. Voss, Zannie Giraud; Cable, Daniel M.; Voss, Glenn B. (2006). Organizational Identity and Firm Performance: What Happens When Leaders Disagree About “Who We Are?”. Journal Of The Institute Of Management Sciences, Vol. 17, No. 6, p.741-755.
31. Wheeten ,D.A. (2006). Albert and Whetten Revisited: Strengthening the Concept of Organizational Identity. Journal of Management Inquiry. 15 (3): 219–234.
32. Woodman , Richard W.; Sawyer, John E., and Griffin, Ricky W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18(2),p.293-321.
33. Xing , Xinpeng ; Jianhua , Wang ; and Lulu. (2019). The Relationship between Green Organization Identity and Corporate Environmental Performance: The Mediating Role of Sustainability Exploration and Exploitation Innovation. International Journal of Environmental Research and Public Health , 16, 921 ,p.1-16.
1. Hall, Stuart and Gay, Paul Du. (1996). Questions of Cultural Identity, 1st ed, SAGE Publications Ltd.London.
2. Leflar, James J. and Siege, Marc H. (2013). Organizational Resilience: Managing the Risks of Disruptive Events – A Practitioner’s Guide, 1st.ed.CRC press , USA.
3. Savitz, andrew and Weber, Karl. (2014). The Triple Bottom Line: how today’s best-run companies are achieving economic, social and environmental success- and how you can too, john wiley and Sons,Inc., San Francisco,USA.
4. Sekaran, U., and Bougie, R. (2010). Research methods for business: A skill-building approach, (5th. ed.). Haddington: John Wiley and Sons , USA.
5. Sutcliffe, K.M. and Vogus, T.J. (2003). Organizing for Resilience. In Cameron, K., Dutton, J.E., and 4. Quinn, R.E. (Eds.), Positive Organizational Scholarship. San Francisco , USA.
1. Cole, M.S., Bruch, H., and Vogel, B. (2005). Development and validation of a measure for organizational energy, Paper presented at the Academy of Management Conference, Honolulu, Hawaii.
2. Hadders, H. (2010). The adaptive quadruple bottom line scorecard: measuring
organizational sustainability performance, 2nd National CSIN Conference , Toronto.
7. 5 working paper
1. Belkin, L. Zhao, G. Tolboom, N. and Farris, G. (2008). Nature or nurture : can psychometric tools help to foster creativity in organizations? WDWK working Paper.
2. Kirchner, Stefan. (2010). Organizational Identities and Institutions/ Dynamics of the Organizational Core as a Question of Path Dependence, MPIfG Working Paper.
1. Carter, Heidi. (2004). What Do We Mean By Conscious Leadership? Centre For Conscious Leadership. Retrieved March 10, 2019, Via at: www.undergradutelibrary.org/system/file
2. John ,McGurk ; Jill, Miller; Claire, McCartney; and Angela Baron. (2010). Shaping the Future: Exploring the drivers and derailers of sustainable organization performance, Retrieved April 2, 2019, Via at: https://www.ufhrd.co.uk/wordpress/wp-content/uploads.
How to Cite
Copyright (c) 2021 Hadi Kh. Ismail, Green M. Khalid
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Authors retain copyright
The use of a Creative Commons License enables authors/editors to retain copyright to their work. Publications can be reused and redistributed as long as the original author is correctly attributed.
- The researcher(s), whether a single or joint research paper, must sell and transfer to the publisher (the Academic Journal of Nawroz University) through all the duration of the publication which starts from the date of entering this Agreement into force, the exclusive rights of the research paper/article. These rights include the translation, reuse of papers/articles, transmit or distribute, or use the material or parts(s) contained therein to be published in scientific, academic, technical, professional journals or any other periodicals including any other works derived from them, all over the world, in English and Arabic, whether in print or in electronic edition of such journals and periodicals in all types of media or formats now or that may exist in the future. Rights also include giving license (or granting permission) to a third party to use the materials and any other works derived from them and publish them in such journals and periodicals all over the world. Transfer right under this Agreement includes the right to modify such materials to be used with computer systems and software, or to reproduce or publish it in e-formats and also to incorporate them into retrieval systems.
- Reproduction, reference, transmission, distribution or any other use of the content, or any parts of the subjects included in that content in any manner permitted by this Agreement, must be accompanied by mentioning the source which is (the Academic Journal of Nawroz University) and the publisher in addition to the title of the article, the name of the author (or co-authors), journal’s name, volume or issue, publisher's copyright, and publication year.
- The Academic Journal of Nawroz University reserves all rights to publish research papers/articles issued under a “Creative Commons License (CC BY-NC-ND 4.0) which permits unrestricted use, distribution, and reproduction of the paper/article by any means, provided that the original work is correctly cited.
- Reservation of Rights
The researcher(s) preserves all intellectual property rights (except for the one transferred to the publisher under this Agreement).
- Researcher’s guarantee
The researcher(s) hereby guarantees that the content of the paper/article is original. It has been submitted only to the Academic Journal of Nawroz University and has not been previously published by any other party.
In the event that the paper/article is written jointly with other researchers, the researcher guarantees that he/she has informed the other co-authors about the terms of this agreement, as well as obtaining their signature or written permission to sign on their behalf.
The author further guarantees:
- The research paper/article does not contain any defamatory statements or illegal comments.
- The research paper/article does not violate other's rights (including but not limited to copyright, patent, and trademark rights).
This research paper/article does not contain any facts or instructions that could cause damages or harm to others, and publishing it does not lead to disclosure of any confidential information.