Organizational identity is recognized as a critical factor shaping technological responses. For most part, organizational identity has been conceptualized as a homogeneous firm level construct. In this paper, we utilize internal strategy documents from Ericsson (2009-2021) supplemented with interviews and field observations to uncover how distinct unit-level identities lead to diverse organizational responses to digital technologies and the role that CEO's play in shaping and balancing these responses. We introduce a process model that illustrates how identity claims by the CEO, in conjunction with reorganization efforts, can elevate, dismantle, or remove unit-level identities, leading to a changing pattern of technological responses within the organization over time.
