This article examines processes of organizational resurrection, which are commonly celebrated (e.g., Apple, Harley Davidson, Lego, etc.) but seldom researched. Dr. Metzger and his coauthors build theory on this phenomenon by focusing on Eugene Oregon's recent success in rekindling its identity as "Track Town U.S.A." through orchestrated experiences and the re-engagement of influential stakeholders.

A mixed-methods analysis reveals the importance of leaders that generate and deploy tangible resources, custodians (i.e., individuals involved with an organization for long periods of time) that validate the authenticity of newly-orchestrated experiences and new members that recharge the resources needed to sustain a resurrection. Our findings highlight the importance of emotions in processes of resurrection, have implications for managers looking to maintain or modernize their organization's identity and offer new insights for organizational scholars engaged in process research and thinking.

Our findings highlight the importance of emotions in processes of resurrection, have implications for managers looking to maintain or modernize their organization's identity and offer new insights for organizational scholars engaged in process research and thinking.