Abstract
Purpose
The paper aims to explore the process of identity regulation and identity creation on social media for employees in the IT sector of India and how this process is different for men and women.
Design/methodology/approach
The study is based on the thematic analysis of in-depth interviews of 31 IT professionals.
Findings
The authors find that identity regulation and identity creation is a complex process when it is mediated on social media as cues and guidelines for professionals are ambiguous. Enriching Ibarra's model of identity creation, the authors find that this process consists of five steps: (1) motivation to build a desirable self, (2) experimenting with identity boundaries, (3) failed identity experiences, (4) active self-regulation and (5) enacting inauthentic selves. The authors further find that this self-regulation for men is driven by the pressure to conform to the identity of an ideal “corporate man”, whereas for women it is driven by the need to conform to societal and cultural expectations.
Practical implications
Since identity regulation is a cognitively demanding process that affects both the productivity and well-being of employees, organisations can proactively help employees manage their social media presence through training and mentorship programmes.
Originality/value
The paper provides an enriched version of Ibarra's (1999) model on identity creation and regulation and highlights the role of gender in the process. The paper is practically relevant as it provides a window into how employees can feel the need to manifest inauthentic selves which is cognitively demanding.
The paper aims to explore the process of identity regulation and identity creation on social media for employees in the IT sector of India and how this process is different for men and women.
Design/methodology/approach
The study is based on the thematic analysis of in-depth interviews of 31 IT professionals.
Findings
The authors find that identity regulation and identity creation is a complex process when it is mediated on social media as cues and guidelines for professionals are ambiguous. Enriching Ibarra's model of identity creation, the authors find that this process consists of five steps: (1) motivation to build a desirable self, (2) experimenting with identity boundaries, (3) failed identity experiences, (4) active self-regulation and (5) enacting inauthentic selves. The authors further find that this self-regulation for men is driven by the pressure to conform to the identity of an ideal “corporate man”, whereas for women it is driven by the need to conform to societal and cultural expectations.
Practical implications
Since identity regulation is a cognitively demanding process that affects both the productivity and well-being of employees, organisations can proactively help employees manage their social media presence through training and mentorship programmes.
Originality/value
The paper provides an enriched version of Ibarra's (1999) model on identity creation and regulation and highlights the role of gender in the process. The paper is practically relevant as it provides a window into how employees can feel the need to manifest inauthentic selves which is cognitively demanding.
| Original language | English |
|---|---|
| Journal | Information Technology and People |
| Early online date | 31 May 2022 |
| DOIs | |
| Publication status | E-pub ahead of print - 31 May 2022 |