<oai_dc:dc xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:oai_dc="http://www.openarchives.org/OAI/2.0/oai_dc/" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:schemaLocation="http://www.openarchives.org/OAI/2.0/oai_dc/ http://www.openarchives.org/OAI/2.0/oai_dc.xsd">
  <dc:creator>Kooijman, Eva A. P.</dc:creator>
  <dc:creator>Beck, Nikolaus</dc:creator>
  <dc:date>2021-10-11</dc:date>
  <dc:description xmlns:ns0="xml" ns0:lang="en">In this study, we investigate the consequences of organizational change that consist of adding new categories to the portfolio of  humanitarian organizations. Our aim is to discern differences in these consequences between specialist and generalist  organizations. Previous research has shown that spanning categories lead to disadvantages in the evaluation of organizations  by audience members in terms of the attention they receive from the audience but did not focus on the distinction between  specialists, organizations that have no history in spanning categories, and generalists, organizations that have already done so  in the past. Using fixed effect logit regression methods on project approval among 2480 non-governmental organizations  (NGOs) in the humanitarian sector, we show that category spanning is tantamount to risky organizational change for specialist  organizations, which leads to a reduction in project approval. However, generalists benefit from category spanning, which  indicates identity reinforcement. We also show that in the case of urgent demand, spanning categories has a less detrimental  effect. Consequently, organizations that have successfully undergone a change from a specialist to a generalist identity no  longer suffer from category spanning. Moreover, also situations of urgent demand reduce the negative consequences of  category spanning.</dc:description>
  <dc:format>application/pdf</dc:format>
  <dc:identifier>https://n2t.net/ark:/12658/srd1319366</dc:identifier>
  <dc:identifier>https://susi.usi.ch/global/documents/319366</dc:identifier>
  <dc:identifier>https://susi.usi.ch/documents/319366/files/Beck_as_2021.pdf</dc:identifier>
  <dc:language>eng</dc:language>
  <dc:relation>info:eu-repo/semantics/altIdentifier/doi/10.3390/admsci11040111</dc:relation>
  <dc:relation>info:eu-repo/semantics/altIdentifier/ark/12658/srd1319366</dc:relation>
  <dc:rights>info:eu-repo/semantics/openAccess</dc:rights>
  <dc:rights>CC BY</dc:rights>
  <dc:source>Administrative sciences. - MDPI. - 2021, vol. 11, no. 4, p. 17</dc:source>
  <dc:subject xmlns:ns1="xml" ns1:lang="en">Humanitarian organizations</dc:subject>
  <dc:subject xmlns:ns2="xml" ns2:lang="en">Organizational change</dc:subject>
  <dc:subject xmlns:ns3="xml" ns3:lang="en">Non-governmental organizations</dc:subject>
  <dc:subject xmlns:ns4="xml" ns4:lang="en">Category spanning</dc:subject>
  <dc:subject xmlns:ns5="xml" ns5:lang="en">Organizational ecology</dc:subject>
  <dc:subject xmlns:ns6="xml" ns6:lang="en">Organizational decision-making</dc:subject>
  <dc:subject>info:eu-repo/classification/udc/3</dc:subject>
  <dc:title xmlns:ns7="xml" ns7:lang="en">Identity reinforcement or risky organizational change? : Category spanning in humanitarian projects</dc:title>
  <dc:type>http://purl.org/coar/resource_type/c_6501</dc:type>
</oai_dc:dc>
