How Perceived Competitor Networks and Organizational Identity Discourse Are Used to Make Sense of Change in Public Radio Organizations

• In Event: So Far, So Good, Part 1: Organizational Communication Research Escalator

Abstract

Because of disruption stemming from digital media products and services, radio stations across the country are enacting organizational changes to provide content across digital platforms while maintaining a radio broadcast presence. This study asks: How do individuals make sense of organizational changes occurring in response to technological disruption? How do views on organizational competition correspond with organizational identity discourse? And, how do perceived interorganizational competitor networks differ among public media organizations, and among people in similar roles across different organizations? Theories of sensemaking, organizational identity and legitimacy are used, and interviews have been conducted with 75 people from 14 organizations. Respondents used identity frameworks to make sense of organizational changes. The way individuals perceived competitors encapsulated the connection between organizational identity and change. Social network analysis of perceived competitor networks showed that people in similar departments across organizations had similar networks, but there was divergence among these role-based groups.

Author

• Sandra K. Evans, U of Southern California - Annenberg School for Communication