Identification and the Cultural Organization: How the Concept of Identification Can Impact the Constituencies Who Work Within Cultural Organizations

Abstract

This study explores the role identification plays in the relationships between the constituencies that work for cultural organizations and the organization itself, focusing on employees, volunteers, and the board of directors. Although much literature exists about employee engagement within the private sector, little to no information exists about employee engagement in cultural organizations. This article examines in great detail how the concept of identification can impact constituencies working to support a cultural organization. For this study, eight in-depth anonymous interviews were conducted with high-level managers and executive directors of cultural organizations varying in size and organizational structure.

KEYWORDS:

• board of directors
• employee engagement
• organizational commitment
• organizational identification
• volunteer management

Acknowledgments

This paper was previously presented at the 2009 Social Theory, Politics, and Arts conference.

Notes

1. The majority of the literature on the board of directors discusses boards as they function in for-profit organizations. As I am examining the board in nonprofit cultural organizations, the term “director” should equal the term “board member.”