Candid and Cautious: Tuning as Identity Work in the Boardroom

Abstract

Studies of socially constructed identities in organisations are not in short supply. Viewing identity as processual means individuals engage in work on identities. Currently, a vast literature exists on many occupations and professions. However, there is a tendency to focus on the outcomes of these processes (identity as a product), rather than the processes themselves. 'Working on' identities in a workplace setting invariably involves a myriad of tensions or identity struggles - captured in the commonly used metaphor of identity work. Adopting a social constructionist methodology, interviews and observations are conducted with a neglected organisational grouping - board members governing in New Zealand. This thesis adds to scholarship in the 'selves-identities' of atypical workers - those working in a governance context. Embedded in the accounts of board members are three discourses of silence, betwixt and voice, leading to a series of research contributions. The interplay of tensions between discourses results in multiple, conflicting identities and surface tuning as a new way of engaging in identity construction processes. Identity work as tuning includes small, multiple, incremental processes - micro interactions of tuning in, tuning out and tuning up. Featuring identity work as tuning made up of micro processes, rather than grandiose identity building efforts of constructing, is a novel idea to contribute to a topic requiring further exploration on processes of identity formation. Discovering the intricacies of micro interactions ignites micro power dynamics infused within the tuning process. Power relations as everywhere as opposed to within the possession of a few is an original finding in a board governance setting. It redefines our conceptual understanding of power in the boardroom. Lastly, these contributions assist the practitioner community involved in developing and training boards and board members, board dynamics and interactions, as well as in understanding group processes, such as groupthink. Board evaluation processes addressing performance issues, team working relationships, board culture deficits and inducting new board members will gain insights from this study exposing the nuanced complexities of deciding to remain quiet or speaking up in board proceedings.