[T]he fact that organizations have multiple identities in multiple contexts with multiple audiences not only undermines the idea of a holistic identity but also implies that neither identity nor image changes in a uniform or unified fashion.
Dennis A. Gioia, Majken Schultz, Kevin G. Corley (2000): Organizational Identity, Image, and Adaptive Instability. In: The Academy of Management Review, Vol. 25, No. 1 (Jan., 2000), pp. 63-81. http://www.jstor.org/stable/259263
Not exactly new, but well-written and with some interesting additional nuggets about change and adaption.
At the very end of our intercultural training for my exchange semester in Canada, the professor showed us a little video to loosen up and cap our session.
We had talked about culture and intercultural communication in general before, about Austrian an Canadian culture in particular and we had even discussed about some “strange encounters” between Canadians and Austrians. We had heard lots about the “Britishness” of Canadian culture, and how it is different from the US in some way. And still, when we watched the video (which is from 2000 by the way), we had really no clue what it really was about (or “a boot”).