Self-narratives—stories that make a point about the narrator—help people revise and reconstruct identities during work role transitions. We propose a process model in which people draw on narrative repertoires to engage in narrative identity work in role-related interactions. Using feedback from their interactions, they revise both the stories and repertoires. Successful completion of the transition is facilitated by enduring and coherent repertoire changes to express the new role identity.

/pdf/identity-as-narrative-prevalence-effectiveness-and-36651k40s4.pdf

Identity As Narrative: Prevalence, Effectiveness, and Consequences of Narrative Identity Work in Macro Work Role Transitions

This study examines whether corporate social responsibility (CSR) towards primary stakeholders influences the financial and the non-financial performance (NFP) of Indian firms. Perceptual data on CSR and NFP were collected from 150 senior-level Indian managers including CEOs through questionnaire survey. Hard data on financial performance (FP) of the companies were obtained from secondary sources. A questionnaire for assessing CSR was developed with respect to six stakeholder groups – employees, customers, investors, community, natural environment, and suppliers. A composite measure of CSR was obtained by aggregating the six dimensions. Findings indicate that stock-listed firms show responsible business practices and better FP than the non-stock-listed firms. Controlling confounding effects of stock-listing, ownership, and firm size, a favorable perception of managers towards CSR is found to be associated with increase in FP and NFP of firms. Such findings hold good when CSR is assessed for the six stakeholder groups in aggregate and for each stakeholder group in segregate. Findings suggest that responsible business practices towards primary stakeholders can be profitable and beneficial to Indian firms.

/pdf/does-corporate-social-responsibility-influence-firm-3vw3ty3oj1.pdf

Does Corporate Social Responsibility Influence Firm Performance of Indian Companies

We examined the relationship between organizational identification and unethical pro-organizational behavior (UPB)—unethical behaviors conducted by employees to potentially benefit the organization. We predicted that organizational identification would be positively related to UPB and that positive reciprocity beliefs would moderate and strengthen this relationship. The results from 2 field studies support the interaction effect and show that individuals who strongly identify with their organization are more likely to engage in UPB when they hold strong positive reciprocity beliefs. Given the nature of reciprocity, our findings may suggest that highly identified employees who hold strong reciprocity beliefs may conduct UPB with an anticipation of a future reward from their organization. Theoretical and managerial implications of our results for understanding unethical behaviors are discussed.

https://media.terry.uga.edu/socrates/publications/2015/01/Umphress_et_al_2010_UPB_JAP.pdf

Unethical behavior in the name of the company: the moderating effect of organizational identification and positive reciprocity beliefs on unethical pro-organizational behavior.

In order to account for wide variation in the relationship between leader-member exchange and employees' affective organizational commitment, we propose a concept termed supervisor's organizational embodiment (SOE), which involves the extent to which employees identify their supervisor with the organization. With samples of 251 social service employees in the United States (Study 1) and 346 employees in multiple Portuguese organizations (Study 2), we found that as SOE increased, the association between leader-member exchange and affective organizational commitment became greater. This interaction carried through to in-role and extra-role performance. With regard to antecedents, we found in Study 1 that supervisor's self-reported identification with the organization increased supervisor's expression of positive statements about the organization, which in turn increased subordinates' SOE.

/pdf/leader-member-exchange-and-affective-organizational-2rbbzm9e97.pdf

Маил Фред

Papers

Social identity theory and the organization