Abstract
The purpose of this non-experimental, quantitative study was to examine organizational identity dissonance experienced by an organization's social actors in the context of organizational decline and turnaround utilizing factor structures from five years of pre-existing, employee surveys to determine whether differences in factor scores occurred over the 5-year time frame. Organizational identity dissonance is the psychological stress or discomfort experienced by an organization's social actors from holding two or more contradictory attitudes, beliefs, or behaviors (McLead, 2008) in relation to the organization's identity. A social actor is an individual participating in a communal environment (Whetten & Mackey, 2002). A communal environment is defined as an organization, firm, or business unit. In this study, the communal environment is the Printing Division of a high-tech optics company. The analysis focuses on existing data collected from 5 years of employee engagement survey data.
Library of Congress Subject Headings
Downsizing of organizations; Employees -- Attitudes; Organizational behavior
Date of Award
2021
School Affiliation
Graduate School of Education and Psychology
Department/Program
Education
Degree Type
Dissertation
Degree Name
Doctorate
Faculty Advisor
Kent Rhodes
Recommended Citation
Ramirez-Dominguez, Tina Marie, "Organizational dissonance in the context of organizational decline and turnaround of a security printer: a quantitative case study" (2021). Theses and Dissertations. 1195.
https://digitalcommons.pepperdine.edu/etd/1195
Included in
Business Administration, Management, and Operations Commons, Leadership Studies Commons, Organizational Behavior and Theory Commons, Organization Development Commons