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Journal articles (2003), Sloan Management Review, pp. 20-26

Escaping the Identity Trap


Organizations, like people, have essential natures defined by their formative experiences, their beliefs, their knowledge bases and their core competences. Attempts at change are in conflict with this core identity and often doomed to failure. Managers can learn to recognize such conflicts and initiate identity change to make their companies more adaptive.

BOUCHIKHI, H. and KIMBERLY, J. (2003). Escaping the Identity Trap. Sloan Management Review, pp. 20-26.