Merging Identity: A Study of Identity Regulation and Identity Work During Strategic Change

This research is based on a longitudinal two-year case study of a merger between an Art & Design faculty and an Architecture faculty within a UK university. Our study provides a detailed narrative account of a process of individual identity change. In particular, we focus on identity regulation and identity work relating to significant changes to the Art & Design faculty. For example, changes relating to the introduction of new academic practices, which are strongly associated with the Architecture faculty, and to increasing expectation and encouragement for managers to ‘step up’ as more visible strategic leaders. Our findings contribute to the literature on identity work through a summary process model which explains how identity change occurs over time.