Organizational Relationships in the Networking Age: The Dynamics of Identity Formation and Bonding

Citation

Austin, A. (2004), "Organizational Relationships in the Networking Age: The Dynamics of Identity Formation and Bonding", Leadership & Organization Development Journal, Vol. 25 No. 2, pp. 235-237. https://doi.org/10.1108/01437730410521886

In this volume inspired by and assembled from a 2002 conference on “Organizational Identification in a Fragmenting Society”, the editors bring together a series of presented and commissioned papers to examine the complex levels of identity formation within and between organizations. Issues of detraditionalization and globalization are emphasized in particular. The articles are divided into three sections: one explores the roles of organizations in generating bonding and identity; a second delves into how individuals cope with the complexities and turbulence of organizational life; and the third, analyzes how identities and relationships transform with the blurring of organizational borders due to outsourcing, downsizing, mergers, breakups, virtual offices, and other forms of reshaping.

Organizations, as described here are predominantly corporate entities – but also addressed are unions, religious groups, academia, military and professional associations (e.g. graphic designers). Accentuating a premise that organizations are providing reduced formal support for the social, emotional and health needs of their constituents, the authors explore how the meaning of membership changes and the ways in which individuals devise differing social meanings of trust, morally‐appropriate actions and loyalty. They then describe how these differing social meanings result in new social systems meeting basic human needs of affiliation, growth and meaning making. In the process, organizational culture is often transformed, but individual and group identities can also fragment and differentiate.

As the authors point out organizational challenges of making products, attracting clients, and providing superb service are found throughout all industries, cultures and geographical boundaries. They seem to be saying that no matter what structures, processes, and secure measures are instituted by organizational leaders, real people are the ones who show up (or dial in) to do the work bringing with them their own aspirations, goals, perceptions and needs.

It is an age‐old problem, but this volume is the most comprehensive and up‐to‐date view of these topics that I have seen. Throughout the chapters the focus is firmly lodged with the humanity of the individual and his or her consequent identity formation and reformation. For example, proposals are made to elevate the individual to the ultimate criterion for organizational results; and to track not merely what is tangible, but specifically what is intangible, e.g. human relationships and cultural aspects. As they indicate, in spite of attempts by some organizations to mechanize the workplace and the people in it, humans discover other ways to find community and meaningful work. The authors do not cite examples of organizations that have been successful in implementing these proposals – but do make a compelling case for them.

As we all seen, companies have moved away from exchanging loyalty for life‐long employment, and consequently the workplace landscape is shifting dramatically (termed “detraditionalization”). Add to that technology advances allowing remote work access, and employees are spending more time striving for moving targets of increased affiliation and connection. As a result, identities shift and reform to meet individual perceptions of themselves, their feelings of security, and conflicting purposes. This is at the heart of the book and the authors describe these behaviors and consequents in detail using case studies, empirical methodology, and observations.

What I especially appreciate is the examination of human reactions without resorting to terms of psychological pathology or individual shortcomings. What I do not see here is disjointedness common to compiled volumes. In spite of the number of contributing authors (18) only subtle style and voice variations are detectable.

In a praiseworthy effort to be thorough many chapters provide detailed historical and background information to the point where I found myself reading sections and thinking at times “So what? How is this relevant?” By the end of the chapter however, my questions were answered and I had gained valuable insight(s) to apply in my work. There was one complex chapter on European farmers that might have been absorbed into another topic. Otherwise the book brought much material for thought, argument, application and research.

I endorse this book as a general guide for anyone working to achieve results in or through organizations. One caution is that this is not of the genre of business books that give simple steps to achieving success in business management. The book lays out the results – what you do with them is up to you. In this sense, the title would be suitable as a textbook. Someone seeking quick, specific advice may become impatient with the academic format of the book and the high‐level nature of the index. It is an approachable yet scholarly work based on empirical exploration with wisdom for individuals, groups and organizations on an advanced range of topics. I found it valuable and recommend it highly.