Over time, environmental pressures may push organizations to engage in strategic actions that diverge from their foundational identity claims. In such circumstances, organizations experience tensions between pressures for authenticity on the one hand, and pressures for adaptiveness on the other. Such pressures are likely to be of particular importance for organizations that have historically laid claim to a strong social mission. Drawing on a longitudinal study of a large cooperative financial services organization, this study examines how leaders discursively navigate strategy-identity tensions when strategic actions appear inconsistent with historically valued identity attributes. We identify three types of discursive practices leaders may engage in to navigate strategy-identity tensions: (i) pacing; (ii) sensegiving; and (iii) revising. In so doing, we show how leaders may work to enable strategic actions that might be perceived as contrary to key organizational identity attributes, with each of the practices serving different and complementary roles. At the same time, we show how successive recalibrations of the grounds for authenticity enacted in practices of pacing, sensegiving and revising can result in claims of organizational distinctiveness that while continued and insistent, could also become increasingly contestable.

中文翻译：

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在实现适应的同时保持真实性：随着时间的推移，话语地驾驭策略与身份的紧张关系


随着时间的推移，环境压力可能会促使组织采取与其基本身份主张不同的战略行动。在这种情况下，组织会经历真实性压力和适应性压力之间的紧张关系。对于历史上声称具有强大社会使命的组织来说，这种压力可能特别重要。本研究借鉴了对一家大型合作金融服务组织的纵向研究，研究了当战略行动似乎与历史上有价值的身份属性不一致时，领导者如何以话语方式驾驭战略与身份的紧张关系。我们确定了领导者可以参与的三种类型的话语实践，以驾驭战略与身份的紧张关系：（i） 节奏;（ii） 感知;以及 （iii） 修订。在此过程中，我们展示了领导者如何努力实现可能被认为与关键组织身份属性相悖的战略行动，每种实践都服务于不同且互补的角色。同时，我们展示了在节奏、意义赋予和修改的实践中对真实性基础的连续重新校准如何导致组织独特性的主张，这些主张虽然持续和坚持，但也可能变得越来越有争议。