The ASPIRe model: Actualizing Social and Personal Identity Resources to enhance organizational outcomes

A growing body of research points to the contribution of social identity and self‐categorization processes to organizational social capital. In particular, this is because all facets of collective behaviour (e.g., trust, communication, leadership, productivity) are facilitated to the extent that individuals define themselves in terms of higher‐order social categories (i.e., as members of a common ingroup). However, very little work has sought to translate these social and cognitive insights into models of organizational practice. In an attempt to do this, the present paper outlines a four‐phase model for Actualizing Social and Personal Identity Resources (the ASPIRe model). Within a relevant organizational unit, an initial phase involves ascertaining which social identities employees use collectively to define themselves (AIRing). In intermediate phases, relevant subgroups and then the organizational unit as a whole develop goals that are relevant to those identities (Sub‐Casing and Super‐Casing). In a final phase, organizational planning and direction are informed by the outcomes of the previous two phases and by the new organic organizational identity they produce (ORGanizing). Points of contact with alternative models are identified and the model's potential to encourage sustainable productivity is discussed.