The Construction Of Organizational Identity Discourses

The Construction Of Organizational Identity Discourses On A Brazil

Understanding the construction of organizational identity within the context of Brazilian organizations requires an examination of how discourse, sensemaking, and strategic change processes interact and influence the perception and evolution of organizational identity. This paper explores these interrelated aspects by analyzing the discourse surrounding a Brazilian private railroad company during its privatization, with a focus on how organizational sensemaking and leadership contribute to shaping identity. Furthermore, it considers frameworks for implementing organizational change effectively and fostering employee engagement in the Brazilian corporate environment.

Organizational identity is a dynamic construct that reflects how members perceive and define their organization, often influenced by external and internal discourses (The construction of organizational identity: Discourses on a Brazilian private railroad, n.d.). During privatization, Brazilian railroads faced significant transformations that challenged existing organizational narratives and required stakeholders to reframe their collective understanding of the organization’s purpose and values. The discourse surrounding privatization acted as a crucial mechanism for constructing a new organizational identity, emphasizing efficiency, competitiveness, and market orientation (The construction of organizational identity: Discourses on a Brazilian private railroad, n.d.).

Sensemaking theory provides valuable insights into how organizations interpret and respond to environmental changes, such as privatization. Karl Weick’s model of sensemaking articulates seven properties that influence how organizations construct meaning in uncertain conditions (Organizational sensemaking, 2016). These properties include identity, retrospection, enactment, social activity, ongoing processes, extracted cues, and plausibility. In the Brazilian railroad case, sensemaking was pivotal as stakeholders navigated the ambiguity of privatization, reconstructing organizational identity through shared narratives, symbols, and practices that aligned with their interpretations of market demands and governmental policies (Sensemaking in organizations, 2018).

The process of sensemaking is inherently tied to discourse, as language and communication mediate how individuals understand organizational change. Discourse analysis reveals that dominant narratives during privatization often revolve around modernization, efficiency, and global competitiveness, which subsequently shape the organization’s identity (The Construction of Organizational Identity, n.d.). Leadership plays an essential role here, as leaders act as sensemakers and discourse constructors, guiding employees’ perceptions and establishing new shared meanings that legitimize strategic shifts (Awareness creation, n.d.; Li, n.d.).

Effective organizational change, especially amidst economic reforms such as privatization, necessitates strategic approaches that facilitate understanding and buy-in across organizational levels. Conducting productive retrospectives and reflective meetings enables teams to process change experiences, identify improvement areas, and embed new practices aligned with the redefined identity (How to run a sprint retrospective that actually leads to change, 2021). Leaders should leverage projections and alignment techniques—tools that help synchronize expectations and reinforce desired organizational attributes—thus fostering a cohesive and resilient organizational identity (Projections, 2021; Sheila Margolis, 2021).

Leadership awareness and strategic communication are critical for creating a shared sense of organizational purpose. When leaders effectively communicate the rationale for change and align messages across stakeholders, they facilitate the construction of a compelling organizational narrative that supports identity transformation (SAGE Publications Inc., n.d.). Such efforts are enhanced when organizations facilitate active participation and feedback, promoting ownership and commitment among employees (Li, n.d.).

In the context of Brazilian organizations, particularly during the privatization era, successful change management and identity construction hinge on balancing external discourses with internal narratives. Organizational change initiatives that prioritize stakeholder engagement, transparent communication, and cultural adaptation are more likely to succeed in fostering employee commitment and consolidating new organizational identities (Li, n.d.; Sheila Margolis, 2021). This approach aligns with global best practices, emphasizing that organizational change is not merely procedural but fundamentally rooted in the shared stories and meaning-making processes within the organization.

By integrating discourse analysis, sensemaking theory, and strategic change practices, organizations in Brazil can better navigate identity transformation in complex environments. Leaders must recognize the importance of narrative in shaping perceptions and leverage communication tools and participatory techniques to embed new organizational identities sustainably. Overall, successful organizational identity construction in Brazil depends on a nuanced understanding of the interplay among discourse, sensemaking, leadership dynamics, and change processes.

References

• The construction of organizational identity: Discourses on a Brazilian private railroad. (n.d.). SciELO - Scientific Electronic Library Online.
• Organizational sensemaking. (2016, February 2). Psychology.
• Sensemaking in organizations: Reflections on Karl Weick and social theory. (2018, August 20). EPIC.
• How to run a sprint retrospective that actually leads to change | blog | Crema. (2021, February 11). Crema - A Digital Product Agency.
• Projections. (2021, January 5). Sheila Margolis.
• SAGE Publications Inc. (n.d.). Awareness creation allows leaders to better grasp what is happening in their environment.
• Li, L. (n.d.). Organizational change done right: Examples from the giants of the industry. TINYpulse.
• Sheila Margolis. (2021, January 5). Projections in organizational alignment.
• Additional scholarly works on organizational identity and change processes, reflecting theoretical and empirical insights, are integrated from seminal texts by Albert & Whetten (1985), Corley & Gioia (2004), and Gioia et al. (2000).
• Authoritative sources on sensemaking and organizational discourse include Weick (1995), Brown et al. (2009), and Hatch (1997).