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PurposeThe paper aims to explore the process of identity regulation and identity creation on social media for employees in the IT sector of India and how this process is different for men and women.Design/methodology/approachThe study is based on the thematic analysis of in-depth interviews of 31 IT professionals.FindingsThe authors find that identity regulation and identity creation is a complex process when it is mediated on social media as cues and guidelines for professionals are ambiguous. Enriching Ibarra's model of identity creation, the authors find that this process consists of five steps: (1) motivation to build a desirable self, (2) experimenting with identity boundaries, (3) failed identity experiences, (4) active self-regulation and (5) enacting inauthentic selves. The authors further find that this self-regulation for men is driven by the pressure to conform to the identity of an ideal "corporate man", whereas for women it is driven by the need to conform to societal and cultural expectations.Practical implicationsSince identity regulation is a cognitively demanding process that affects both the productivity and well-being of employees, organisations can proactively help employees manage their social media presence through training and mentorship programmes.Originality/valueThe paper provides an enriched version of Ibarra's (1999) model on identity creation and regulation and highlights the role of gender in the process. The paper is practically relevant as it provides a window into how employees can feel the need to manifest inauthentic selves which is cognitively demanding.

Forging solidarity among seemingly privileged white-collar professionals has been seen as a challenging process. However, many banking employees in Pakistan feel marginalized and lack formal collective mechanisms to voice their concerns, leading some to participate in social-media groups. Drawing on various discussions linked to labour process perspectives, we examine how these banking employees use social media as a means to create broader and diverse collective bonds within their profession and build bridges to their counterparts in other organizations within the sector. By doing so, we reveal that employees post on social media to express and affirm their concerns, offer broader support with one another, 'cope' with existing circumstances, highlight their unrewarded professionalism, and share relevant information around collective issues and experiences and not solely to critique their work environment. The article draws on and contributes to new debates on collectivism and solidarity, revealing the opportunities for actions on social media.