Organizational dress as a symbol of multilayered social identities
Article Abstract:
Qualitative data collected in a rehabilitation unit of a large hospital reveal how organization members used dress to represent and negotiate a web of issues inherent to the hybrid identities of the unit and the nursing profession. As different issues were considered, dress took on various and often contradictory meanings. Thus, a seemingly simple symbol such as organizational dress is shown here to reveal the complex notion of social identity, which is argued to comprise multiple layers of meaning. We discuss the implications of this thesis for theory and research on organizational identity, organizational symbolism, organizational dress, and ambivalence. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1997
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Navigating by attire: the use of dress by female administrative employees
Article Abstract:
We conducted an inductive study of the everyday decisions about dress at work of female administrative employees in a university business school. Our findings reveal that dress is an attribute embedded in a variety of cognitive schemata that govern individuals' comprehension of and behavior at work. In acquiring and executing these schemata, employees make efforts that enhance their emotional preparedness for jobs and improve interpersonal relations. The study offers implications for theory and research on organizational symbolism, role taking, and the current practical trend toward relaxed dress. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1997
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When cashiers meet customers: an analysis of the role of supermarket cashiers
Article Abstract:
In a qualitative investigation of the role of supermarket cashiers, the influence of management, co-workers, and customers over cashiers was analyzed. Customers had immediate influence over cashiers at the time of job performance; management influence was more legitimate but more remote. The analysis further revealed that cashiers and customers held different views on who had the right to control service encounters and that cashiers employed various strategies to maintain their control of those encounters. (Reprinted by permission of the publisher.)
Publication Name: Academy of Management Journal
Subject: Business, general
ISSN: 0001-4273
Year: 1989
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