Moingeon Bertrand


The book contains three sections which deals respectively with the dynamics of identities (section I), identities in action (section II) and managing identities (section III).
I - The dynamics of identities
In section I, the first chapter by Soenen and Moingeon articulates the five-facet model of collective identities which serves as an anchor point and common thread for the rest of the book. Then, in chapter 2, Albert and Adams apply the five-facet framework to the case of law firms. They illustrate the dynamic relationships that exist among the various identity facets in organizations with hybrid identities. In chapter 3, Rock and Pratt focus on the dynamics of identification when employees are dispersed.
II -  Identities in action
In section II the chapters focus on the relationships between identity and action. The three chapters reports results from empirical research conducted in various countries. In chapter 4, Chreim reports the results of a qualitative study that tracked the actions taken by a large Canadian bank in response to "identity dissonance" over a 13-year period. In chapter 5, van Rekom reports the results of a quantitative study conducted in the Netherlands that explored the links, or absence of links, between how employees experience their organization, the sense they attach to their own actions, and the comparisons they draw with competitors. Finally, in chapter 6, Kahane and Reitter consider the interaction between narration, action and identity, notably in the case of AFM, the French muscular dystrophy association which promoted gene therapy in France.
III - Managing identities
Section III contains contributions which are concerned with the management of identities. Brun’s (chapter 7) is a case study of the France Telecom identity change as it transformed itself from a national monopoly to a multinational firm. Van Riel and van Hasselt articulate four strategies that can be used to implement identity changes and Kapferer (chapter 9) explores the link between corporate brand and organizational identities.