Rita Järventie-Thesleff

Roles as Mediators in Identity Work

In this article, we aim to revitalize the concept of role for advancing theory on identity work in organizations. Our article makes three contributions. First, we offer a critical review of how roles have been conceptualized in studies on identities, and develop a theoretical frame for understanding how people in organizations engage in transitions within and between roles that emerge and evolve in relational interaction and mediate their identity work. Second, we operationalize this frame in a longitudinal study of an organizational change initiative focusing on strategic rebranding in an industrial firm. We elucidate how roles and identities co-evolve over time and how roles and role transitions figure in the organization-based identity work of individuals. Third, we consider the implications of viewing roles as mediators in identity work. We highlight identity-related trade-offs made by individuals when they become associated with particular roles and show how they become disillusioned as organizational change agents.

The Strategic Challenge of Continuous Change in Multi-Platform Media Organizations—A Strategy-as-Practice Perspective

This article focuses on the complexities of managing multi-platform strategies in the complex and highly dynamic environments of contemporary media markets. Based on a comparative case study of two Nordic media organizations, the article identifies and articulates two sets of practices through which strategy is managed in the continuously changing print and online environments. While the practices that guide strategy development of print publishing tend to be content driven, brand constrained, commercially steered, and top-down monitored, strategizing for online platforms tends to be more technology driven, brand inspired, interactive, and entrepreneurial. For multi-platform media organizations this type of situation is challenging because the incremental and radical innovations that they pursue are platform specific, instead of aiming at exploitation and exploration on both platforms. To succeed in the market, the article argues, multi-platform media organizations need to develop strategies and organizational practices that allow them to be truly ambidextrous—to pursue both incremental and radical change—on all platforms.

Roles and identity work in “at-home” ethnography

Purpose The purpose of this paper is to shed new light on carrying out “at-home” ethnography by building and extending the notion of roles as boundary objects, and to elucidate how evolving roles mediate professional identity work of the ethnographer. Design/methodology/approach In order to theorize about how professional identities and identity work play out in “at-home” ethnography, the study builds on the notion of roles as boundary objects constructed in interaction between knowledge domains. The study is based on two ethnographic research projects carried out by high-level career switchers – corporate executives who conducted research in their own organizations and eventually left to work in academia. Findings The paper contends that the interaction between the corporate world and academia gives rise to specific yet intertwined roles; and that the meanings attached to these roles and role transitions shape the way ethnographers work on their professional identities. Research limitations/implications These findings have implications for organizational ethnography where the researcher’s identity work should receive more attention in relation to fieldwork, headwork, and textwork. Originality/value The study builds on and extends the notion of roles as boundary objects and as triggers of identity work in the context of “at-home” ethnographic research work, and sheds light on the way researchers continuously contest and renegotiate meanings for both domains, and move from one role to another while doing so.

Finding an emergent way through transformational change: a narrative approach to strategy

ABSTRACT Current strategic media management has a tendency to draw on design or planning schools and focus primarily on competitive advantages, industry development, and strategic positioning. However, the way in which strategies emerge from everyday practices is poorly understood. To this end, we build a theoretical lens from the narrative approach to strategy-as-practice and the concept of “wayfinding”, and study how organisational narratives can help both managers and employees to construct meaning around emergent strategy during ongoing transformational change. Through interview data of an empirical case study, we identify narratives on three fronts – about (1) employees, (2) managers, and (3) the market – and elaborate on how these narratives may give meaning, offer guidance, and provide an actionable basis from which to find a way through ongoing transformational change. Our study contributes to the research on strategic media management by showing how narratives can help to make sense of emergent strategy and the way organisations find their way through ongoing change.