Abstract (EN)

This paper aims to contribute to the literature on strategic change by investigating the tension between identity change and stability in instances of radical mission transformation. Existing research mostly considers organizations as ‘going concerns’ which renders transformation a ‘disturbance’ in the evolution of the organization. Only recently has research started to raise questions about the issues of change that arise as organizations come to the end of their mission, requiring a radical shift in how the organization perceives itself. We explore the arising tensions of change and stability by drawing on identity theory as a theoretical lens. Empirically, this paper draws on the longitudinal analysis of the transformation of ChemCorp. We follow the restructuring and ultimate closure of two recycling plants for highly hazardous chemicals.