This study examines how organizations manage a shift from a single to a hybrid identity in response to significant institutional changes, using British political parties from 1950 to 2015 as a case study. As social-class-based voting declined, parties needed to adapt by hybridizing their identities, blending traditional and new ideological elements. The authors analyzed election manifestos to track this transformation, revealing a two-stage process: initial compartmentalization of new elements, followed by full integration. These strategies were used sequentially and gradually hybridized the party identities. This research provides insights into how organizations strategically manage identity shifts to remain relevant and competitive in changing environments, offering valuable lessons for management scholars studying organizational identity and adaptation.
Co-author (s):Stefan Arora-Jonsson, Filippo Carlo Wezel and Vitaliano Barberio
Journal: Journal of Management (FT-50)
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