Organizational closedown and the process of deconstruction and creativity

This paper outlines an analysis of how the deconstruction of organizational, management control and performance management structures affects performances and how workers make sense of enhanced efforts and practices of creativity, in a situation when facing a certainty of job loss as of the closedown of the organization. In this paper, we have shown that the deconstruction of structures generate positive performance outcomes, and that such relation is being mediated by workers identity. We have also shown that identity work under a process of organizational closedown generate certain creativity. By doing so, this paper contributes to the literature on creativity and deconstruction by developing an emergent model where workers identity mediates formal structures in relation to performance. This paper contributes to the literature on closedowns by extending its analytical and theoretical domains, proving alternative, yet complementary and mediating explanations to the causes of drivers to enhanced performances during the process of closedown.