Abstract
Studying identity has become crucial to understand the nature of organizations and their social role. If an organizational identity is described as the fundamental, distinct, and enduring element of an organization (Albert & Whetten, 1985), how can it be successfully changed? Employing qualitative research methodologies, this study investigates the nuanced processes of identity change within organizations undergoing an institutional change. The research focuses on the case of an established institution (European public university A) that, following the attainment of a prestigious business-school accreditation, underwent a transformative journey towards a new identity (business school A). Findings show how an interplay of centralized and decentralized sensemaking and sensegiving explains how a new identity is negotiated among organizational members after an institutional change towards potential consensus. The paper contributes to identity management literature revealing how consensus around a new identity can be only achieved through effective socializing strategies.