Abstract How do organizations achieve identity recognition from their surrounding communities in a semi-abandoned area? Using recognition theory, we delve into this question using a case study of an independent cultural center in Southern Italy, which faces challenges in establishing its identity within a marginal context. Our abductive analysis examines how an organization acts as a transformative change agent that revitalizes a neglected area into an internationally recognized artistic and socio-cultural center, while simultaneously facing challenges in gaining legitimacy and acceptance. We merge philosophical insights and empirical organizational research to theorize how organizations navigate the quest for recognition, highlighting the resulting tensions and conflicts. Employing a process-based approach, we construct an event timeline to trace the emergence of organizational identity recognition crises and the negotiation strategies employed to garner community support. Acknowledging the intricate relationship between an organization and its surrounding community, we interpret this process as a continuous struggle for recognition. Finally, we present theoretical and managerial implications to balance organizational and societal priorities.
Lombardi et al. (Sat,) studied this question.