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Religious social-identities in the hybrid self-presentations of Sikh businesspeople

Purchase, S.; Ellis, N.; Mallett, O.; Theingi, T.

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Authors

S. Purchase

O. Mallett

T. Theingi



Abstract

This paper explores the identity work practices of Thai Sikh businesspeople. The paper focuses on two important social identities in participants’ self-presentations – those derived from religious (Sikh) and western business discourses – and identifies powerful tensions in their hybrid identity work. Conducting discourse analysis on identity work practices within interview settings, the authors explore how participants resolve, accommodate or reject these discursive tensions while attempting stable and coherent hybrid self-presentations. They identify several different forms of hybridity, including what they term ‘equipollence’, which occurs when two equally powerful, contradictory discourses are incorporated in self-presentations, producing potentially irresolvable intersections and leading to a lack of coherence. Contributions are made to the literatures on religion and work, hybrid identity work processes and social identities.

Citation

Purchase, S., Ellis, N., Mallett, O., & Theingi, T. (2018). Religious social-identities in the hybrid self-presentations of Sikh businesspeople. British Journal of Management, 29(1), 99-117. https://doi.org/10.1111/1467-8551.12268

Journal Article Type Article
Acceptance Date Oct 4, 2017
Online Publication Date Dec 6, 2017
Publication Date Jan 1, 2018
Deposit Date Oct 10, 2017
Publicly Available Date Mar 29, 2024
Journal British Journal of Management
Print ISSN 1045-3172
Electronic ISSN 1467-8551
Publisher Wiley
Peer Reviewed Peer Reviewed
Volume 29
Issue 1
Pages 99-117
DOI https://doi.org/10.1111/1467-8551.12268
Public URL https://durham-repository.worktribe.com/output/1343255

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Copyright Statement
This is the accepted version of the following article: Purchase, S., Ellis, N., Mallett, O. & Theingi, T. (2018). Religious social-identities in the hybrid self-presentations of Sikh businesspeople. British Journal of Management 29(1): 99-117, which has been published in final form at https://doi.org/10.1111/1467-8551.12268. This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.




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