Network of Organizational Identities in the Formation of a Cultural Joint Venture: A Case Study of the Helsinki Music Centre

This study examines the construction of organizational identity during the process of setting up a new cultural joint venture, the Helsinki Music Centre. Opened in September 2011, this centre houses two symphony orchestras, a music academy and a for-profit service organization. The authors investigate networked organ, izational identities and their role in creating expectations before the launch of a new joint venture. The literature examines mainly organizational identities after a joint venture has been launched. The study concludes that even though the "actors" have similar visions and fears regarding the music centre, they value their distinctive identities, which derive from their allied institutions. The authors argue that acknowledgement of the influence of network organizational identities on tensions and expectations during the formation of a new joint venture is vital for the future cooperation of cultural actors.