Rearticulating Organizational Identity

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Abstract
Managers have often tried to enact a 'preferred' organizational experience on others through business concepts such as corporate philosophies, values, vision and mission statements either to create, maintain, perpetuate or redirect organizational identification processes. While managers cannot control the degree to which constituencies identify with the organization, this does not mean that they stop trying. One way managers attempt to influence organizations is through the introduction of new metaphors refraining organizational identity. This study explores the organizational discourse when a new 'official' corporate image has been introduced, 'retiring' a prior administration's /official' corporate image.