| dc.description.abstract | Cultural organisations are frequently required to justify what they do by establishing a firm
sense of who they are. Being able to articulate their sense of self has become an increasing
priority, understanding what is central, enduring and distinctive about their organisation. The
literature describes this as organisational identity and states that having a clear sense of this
notion is crucial to strategic planning processes. With cultural organisations subjected to
increased elements of change as the cultural sector continues to cogitate means of survival,
understanding and strengthening organisational identity could mitigate against potential
organisational dysfunction. Therefore, cultural leaders may strengthen their organisations by
striving to nurture and support processes relating to organisational identity. This study aims
to explore the notion of organisational identity as a factor in change management that may
prove integral to effective cultural leadership. It will look at these two notions with specific
reference to community-led arts organisations, profiling mini case studies as a means to
create discussion. The study will further look at which organisational members are involved
in organisational identity decision-making and the consequences of this. Lastly, conclusions
will be established by drawing hypothesis on the themes explored and final
recommendations will be set out as next steps for the cultural sector. | en |
