Organizational Identity and the Undesired Self

The undesired self has been defined as “how I hope never to be” (Ogilvie, 1987). Through an examination of extant case study research, we explore the relationship between organizational identity and the undesired self. In particular, we examine how, in attempts to affirm desired organizational identities (e.g., legitimate or distinctive organizational identities), organizations may impose undesired selves on their members by compelling them to assume roles or identities that are antithetical to their self-conceptions. We then explore how organizational members may respond to the enactment of such undesired selves. We conclude with a discussion of the implications of our insights about organizational identity and the undesired self, and explore directions for future research.