This study examines a framework within which to investigate organizational identity. It also examines the consistency between organizational identity as revealed by member metaphor and that portrayed through organizational artifact. A great deal of consistency was found between metaphors that emerged from both of these sources.
The study was conducted at Naropa University in Boulder, Colorado in the fall of 2001. Member metaphors were gathered from faculty, staff, students, and alumni. Sixteen individuals, four from each of the role groups, participated in the interviews, and six additional alumni responded to a written survey. All participants answered questions from a protocol intended to elicit metaphors pertaining to their experience with Naropa University. Documents that included course catalogs, a student handbook, and web sites were also analyzed.
The responses from participants were categorized under the headings of Central, Enduring, Distinctive, and Validation. The categories of Central, Enduring, and Distinctive were initially used as a framework to analyze responses and are considered useful when discussing organizational identity. The fourth category of Validation emerged from the data and is seen as a necessary category for examining organizational identity. Subcategories that emerged from member metaphors within each of the four categories were specific to Naropa University. The category of Central had subcategories of Mission Statement, Contemplative and Shambhala. Enduring had subcategories of Education, and Change. Distinctive had subcategories of People and of Chögyam Trungpa, Rinpoche. Validation had subcategories of Origins and of Buddhism. All of these subcategories were found to be consistent with the artifacts that were examined.
To increase understanding about this methodology in the examination of organizational identity, it is suggested that this study be replicated in organizations of various types and sizes. Knowledge of organizational identity may be useful for the purposes of strategic planning, change initiatives, dealing with crises, and image campaigns in organizations.
