Abstract

This article proposes a model of identity-related social processes that, when applied during organizational decline, is hypothesized to support turnaround and avoid organizational death. The social processes are retiring, reclaiming, reaffirming, regenerating, and reimagining identity attributes. Although this model is rooted in past studies and literature on organizational decline and organizational identity, empirical research is needed to validate or adjust the model. Future work could involve examination of identity negotiations within past cases of organizational decline and turnaround as well as devising and testing specific retiring, reclaiming, reaffirming, regenerating, and reimagining interventions.

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