Kevin G. Corley

Publications71
h-index32
Citations15,558
Highly Influential Citations1,089
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Identification in Organizations: An Examination of Four Fundamental Questions
The literature on identification in organizations is surprisingly diverse and large. This article reviews the literature in terms of four fundamental questions. First, under “What is… Expand
Seeking Qualitative Rigor in Inductive Research
For all its richness and potential for discovery, qualitative research has been critiqued as too often lacking in scholarly rigor. The authors summarize a systematic approach to new concept… Expand
Organizational Identity, Image, and Adaptive Instability
Organizational identity usually is portrayed as that which is core, distinctive, and enduring about the character of an organization. We argue that because of the reciprocal interrelationships… Expand
Identity Ambiguity and Change in the Wake of a Corporate Spin-off
We report on the findings of an inductive, interpretive case study of organizational identity change in the spin-off of a Fortune 100 company's top-performing organizational unit into an independent… Expand
Building theory about theory building: What constitutes a theoretical contribution? Academy of Management Review, , .
We distill existing literature on theoretical contribution into two dimensions, originality (incremental or revelatory) and utility (scientific or practical). We argue for a revision in the way… Expand
Organizational Identity Formation and Change
Theory and research concerning organizational identity (“who we are as an organization”) is a burgeoning domain within organization study. A great deal of conceptual and empirical work has been… Expand
Building Better Theory by Bridging the Quantitative-Qualitative Divide
abstract Qualitative methods for data collection and analysis are not mystical, but they are powerful, particularly when used to build new or refine existing theories. This article provides an… Expand
The Intersection of Organizational Identity, Knowledge, and Practice: Attempting Strategic Change Via Knowledge Grafting
We investigated the attempt of a high-technology R&D organization to transform into a market-oriented organization by “grafting” new, nontechnological knowledge. The intended strategic transformati...
Defined by our strategy or our culture? Hierarchical differences in perceptions of organizational identity and change
While theory and research have identified the possibility for multiple organizational identities to exist within an organization, there is little empirical evidence on how differentiation occurs or… Expand
Guiding Organizational Identity Through Aged Adolescence
In this article, the authors reflect on the past two decades of research on organizational identity, looking to its history and to its future. They do not provide a review of the literature, nor do… Expand
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