The Ear-Cut Theory: An Engineering Management Perspective on Preserving Organizational Identity and Technical Competence

This paper reframes the Ear-Cut Theory within the field of Engineering Management, highlighting its implications for operations, project management, organizational identity, and sustainable engineering practices. The theory warns against the organizational risk of consuming or eroding core technical strengths, resources, and culture in pursuit of short- term relief. In engineering organizations, this often manifests in the loss of skilled engineers, the dilution of technical knowledge, or the neglect of innovation capacity. Drawing on frameworks such as the Resource-Based View (RBV), Dynamic Capabilities, Organizational Identity Theory, and Systems Thinking, the study integrates leadership philosophy with engineering management practices. Comparative reflections from cement manufacturing, technology, airlines, and family- owned businesses illustrate how organizations either undermine or protect their technical and organizational “ear.” The study emphasizes the role of engineering managers in safeguarding technical identity, preserving critical competencies, and balancing adaptation with resilience to ensure long-term competitiveness. Furthermore, it proposes a conceptual framework and research agenda for exploring organizational resilience in engineering-intensive industries. This contributes to both academic theory and practical guidance for managers navigating turbulent environments.