Holding On While Letting Go: Neocolonialism as Organizational Identity Work in a Multinational Corporation

Marianne Storgaard*, Janne Tienari, Rebecca Piekkari, Snejina Michailova

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

11 Citations (Scopus)


This paper develops the idea of neocolonialism as organizational identity work in multinational corporations (MNCs). We argue that neocolonialism – the ethos and practice of colonialism and western superiority in contemporary society – is a means through which identity is worked on at MNC headquarters (HQ). In contrast to extant neocolonial studies of western MNCs, which focus on the subsidiaries (the colonized) and how their identities are shaped by the HQ (the colonizer), we analyse how the HQ is shaped by the subsidiaries. We elucidate two versions of neocolonialism at play: a traditional neocolonial ethos, which prevails at HQ, and a more contemporary version, which is silenced. Our findings show that nurturing a shared and enduring organizational identity across all units of an MNC is a quixotic task. Nevertheless, HQ managers in western MNCs keep attempting to do this, suggesting that neocolonial ethos and practice continue to be relevant in these organizations.

Original languageEnglish
Peer-reviewed scientific journalOrganization Studies
Issue number11
Pages (from-to)1469-1489
Number of pages21
Publication statusPublished - 16.01.2020
MoE publication typeA1 Journal article - refereed


  • 512 Business and Management
  • corporations
  • identity
  • multinationals
  • neocolonialism
  • single case study

Areas of Strength and Areas of High Potential (AoS and AoHP)

  • AoS: Responsible organising


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