How do senior managers of social mission-driven organizations build and sustain stakeholders’ emotional resonance with organizational identity beliefs over time in the face of repeated existential threats? This is an important question, given the dependence of many such organizations on external stakeholders who provide the resources necessary for survival. In this paper, we investigate the case of Solidum, a philanthropic organization devoted to poverty causes. Drawing on ethnographic, interview and archival data over 20 years, we develop a process model showing how senior managers may create and sustain stakeholder emotional resonance through three practices of emotional resonance work: building emotional bridges, enrolling stakeholders in collective soul-searching and materializing an appealing identity symbol. We show that stakeholder emotional resonance needs to be continually renewed and reshaped in the face of ongoing challenges associated with macro-organizational trends and the routinization of existing practices that can result in the dissipation of emotional resonance over time. The paper contributes to the literature on organizational identity maintenance by drawing attention to the active managerial work required to sustain stakeholder emotional resonance over time to allow mission-driven organizations to survive and prosper.

中文翻译：

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在社会使命驱动的组织中创造和维持利益相关者与组织认同的情感共鸣

面对反复出现的生存威胁，社会使命驱动型组织的高级管理人员如何随着时间的推移建立和维持利益相关者与组织身份信念的情感共鸣？鉴于许多此类组织依赖于提供生存所需资源的外部利益相关者，这是一个重要问题。在本文中，我们调查了致力于贫困事业的慈善组织 Solidum 的案例。借鉴 20 多年来的人种学、访谈和档案数据，我们开发了一个流程模型，展示了高级管理人员如何通过三种情感共鸣工作实践来创造和维持利益相关者的情感共鸣：建立情感桥梁、让利益相关者参与集体反省和具体化吸引人的身份象征。我们表明，面对与宏观组织趋势和现有实践的常规化相关的持续挑战，利益相关者的情感共鸣需要不断更新和重塑，这些挑战可能导致情感共鸣随着时间的推移而消散。该论文通过提请注意维持利益相关者情绪共鸣所需的积极管理工作，从而使使命驱动的组织能够生存和繁荣，从而为有关组织身份维护的文献做出贡献。