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Identity and collaborative strategy in the Canadian HIV/AIDS treatment domain

Steve Maguire and Cynthia Hardy
Strategic Organization
Vol. 3, No. 1 (February 2005), pp. 11-45
Published by: Sage Publications, Ltd.
Stable URL: http://www.jstor.org/stable/23727410
Page Count: 35
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Abstract

We explore the links between identity and strategy making by drawing upon a case study of a collaborative strategy implemented by community organizations and pharmaceutical companies involved in Canadian HIV/AIDS treatment. In implementing collaborative strategy, our analysis shows that champions engage in identity work that simultaneously involves: identification with their respective constituencies and, specifically, with categories associated with high legitimacy; counter-identification from their respective constituencies by constructing themselves as different from its core members; and dis-identification away from their constituency towards their collaborative partners. We also examine the interactions between champions and other actors involved in the strategic change process to show the limits and tensions involved in such identity work. We conclude with a discussion of the implications for research and practice.

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