How does who we are affect what we do : an exploration of the organizational identity-strategy nexus in a UK based megachurch

This thesis explores the dynamic relationship between organisational identity and strategy within the context of a UK-based megachurch - Kingsway International Christian Centre (KICC). While religious organisations are often excluded from strategic management scholarship, this research contends that their unique institutional logic, spiritual authority, and dual identity as both sacred and social actors provide valuable insights into strategising practices. Drawing on the Strategy-as-Practice (SaP) framework, the study introduces the concept of Strategy-as-Spiritual Practice (SaSP), which highlights how spiritual beliefs filter strategic information and shape actions, decentering rational cognitive tools in favour of divine guidance. Using a single case study approach enabled by privileged access, the research draws on interviews, observations, and document analysis to uncover how organisational identity claims - particularly categorical boundary claims - structure strategic action. The study advances the concept of consequentiality as a mechanism linking organisational identity to strategy, showing how identity is enacted through consistent practices that influence organisational direction, survival, and advantage. Findings reveal that KICC’s religious strictness compels the church to remain within clearly defined religious category boundaries. This adherence reinforces a distinctive organisational identity, which in turn enhances audience recognition, coherence, and sustained growth in a competitive and pluralistic religious environment. Theoretically, the thesis contributes to knowledge by (1) advancing SaP with spiritual dimensions, (2) clarifying the organisational identity - strategy nexus through the construct of consequentiality, and (3) offering a novel, organisational identity-based interpretation of the strictness-growth relationship. Empirically, it provides a rare, fine-grained look at strategic practices in a religious organisation. Ultimately, the thesis challenges dominant assumptions about who strategises, how strategy is formed, and the role of belief systems in shaping strategic action - calling for greater inclusion of religious contexts in management research.

Grantor dc:publisher

Oxford Brookes University

Author dc:creator

• Makinde, Ayodeji

Contributors dc:contributor

• Koning, Juliette
• Urs, Uma
• Bernardi, Andrea

Statement dc:rights

• All rights reserved

Language dc:language

en

DOI dc:identifier

https://doi.org/10.24384/zvr1-1642

OAI identifier oai:identifier

tle:2cede592-a5f4-4772-b078-93aa18a5cb20:d6bd9758-527a-46cd-bfe2-c433766e8fca:1