Identifying the Dimensions of the Impact of Organizational Identity on Organizational Strategy: a Meta-Synthesis Approach

Although organizational identity is not a new concept, it has recently been considered by the researchers in the field of strategic management, which is because identity is effective in shaping the outputs of the strategy creation process and identity can be regarded as the generator of strategies. It can also be regarded as a screener or enabler as well as a factor influencing the strategy. Given the scattered researches in the field of relationship between these two concepts and with the aim of drawing a clear path for the researchers, the purpose of this study is to identify prominent concepts in establishing a link between organizational identity and organizational strategy based on previous research and to provide a coherent framework regarding the influence of organizational identity on organizational strategy.  

The present research is developmental-applied based on purpose, qualitative based on the nature of data, and documentation based on data collection methods. The research method is analytical-descriptive and the qualitative data have been collected using the meta-synthesis qualitative research method according to Barroso and Sandelowski’s seven-step method.  

Among all the 414 identified original texts, 11 outstanding concepts were extracted in 4 main categories including competitive concepts, reference concepts, relational concepts, and temporal concepts.  

Based on the findings of the present study, organizational identity in terms of creating a competitive image, openness to environmental challenges, and defining the scope of competition has a competitive link with strategy; on the other hand, it has a reference dimension in interpretation and adaptation strategic actions by creating an emotional link. Moreover, based on the relationship between identity and strategy, organizations will have different degrees of openness toward adopting different strategies such as establishing working relationships with people outside the organization, depending on the type of orientation of organizational identity. Finally, organizational identity, relying on its sustainability characteristics, can act as a barrier to strategic decision making and delay its adoption.