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Organizational Identity and Learning: A Psychodynamic Perspective

Andrew D. Brown and Ken Starkey
The Academy of Management Review
Vol. 25, No. 1 (Jan., 2000), pp. 102-120
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/259265
Page Count: 19
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Organizational Identity and Learning: A Psychodynamic Perspective
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Abstract

Organizations are prone to ego defenses, such as denial, rationalization, idealization, fantasy, and symbolization, that maintain collective self-esteem and the continuity of existing identity. These defenses are dysfunctional when they militate against necessary organizational change. Maladaptive identity defense mechanisms can be mitigated through processes of organizational learning in the form of critical self-reflexivity and an identity-focused dialogue, which promote attitudes of wisdom.

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