Abstract for: Dynamics of strategizing practices and framing processes in organizational identity transitions

Research has emphasized the importance of organizational identity for strategic moves. Using dynamic simulation, we therefore investigate mechanisms of strategizing practices in identity transitions. We identify dynamic processes of how strategic capabilities and organizational identity interact to affect strategic framing of organizational context. Results suggest that identity matures if organizations have available corresponding capabilities and that these capabilities accumulate based on organizational actions, experiments, or projections, i.e. based on actions as well as physical and mental experiments. We find that both identity shift and capability development, and the interaction between them, can constrain or provide opportunities for organizational change.