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Identity management theory (also frequently referred to as IMT) is an intercultural communication theory from the 1990s. It was developed by William R. Cupach and Tadasu Todd Imahori on the basis of Erving Goffman 's Interaction ritual: Essays on face-to-face behavior (1967).
Organizational identity is more concerned with the internal (employee relationships to the organization) and corporate identity is concerned with the external (marketing). [ 27 ] As one's self-concept is created through group affiliations, the organization as a whole and one's membership to it serve as important factors in creating OI. [ 24 ]
Communication Management of Organizational Identity [ edit ] Organizational Identity is to not simply be an organization that provides commodities and services or to take stands on the salient issues of the day, but to do these things with a certain distinctiveness that allows the organization to create and legitimize itself, its particular ...
Grapevine communication is quick and usually more direct than formal communication. An employee who receives most of the grapevine information but does not pass it onto others is known as a dead-ender. An employee that receives less than half of the grapevine information is an isolate. Grapevine can include destructive miscommunication, but it ...
Internal communications is fundamentally a management discipline, but as a discrete discipline of organizational theory it is relatively young. Stanford associate professor Alex Heron's Sharing Information with Employees (1943) is an outlier among texts which focus solely on the factors involved. During the 1970s the subject attracted more ...
Identity management pays significant attention to intercultural relationships and how they affect the relational and individual identities of those involved, especially the different ways in which partners of different cultures negotiate with each other in an effort to satisfy desires for adequate autonomous identities and relational identities.
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Deloitte argued that employees displayed greater sense of purpose, inspiration, and contribution. Also, leaders became more tolerant of employees' failure because of a significant increase in experimentation and risk-taking. [47] Daum and Maraist claimed that sense of purpose relates to customers and the society of which employees are part.