https://leeds-faculty.colorado.edu/dahe7472/Journal%20of%20Management-2008-Ashforth-325-74.pdf

Identification in Organizations: An Examination of Four Fundamental Questions

Relationships between organizational justice, identification with organization and work unit, and group-related outcomes

The current study aims to explore the usefulness of a person-centered perspective to the study of workplace affective commitment (WAC). Five distinct profiles of employees were hypothesized based on their levels of WAC directed toward seven foci (organization, workgroup, supervisor, customers, job, work, and career). This study applied latent profile analyses and factor mixture analyses to a sample of 404 Canadian workers. The construct validity of the extracted latent profiles was verified by their associations with multiple predictors (gender, age, tenure, social relationships at work, workplace satisfaction, and organizational justice perceptions) and outcomes (in-role performance, organizational citizenship behaviors, and intent to quit). The analyses confirmed that a model with five latent profiles adequately represented the data: (a) highly committed toward all foci; (b) weakly committed toward all foci; (c) committed to their supervisor and moderately committed to the other foci; and (d) committed ...

A Multifoci Person-Centered Perspective on Workplace Affective Commitment: A Latent Profile/Factor Mixture Analysis

Recent research has show that management control systems (MCS) can improve performance in contexts characterized by high levels of task uncertainty. This seems to conflict with a second stream of research, which argues that MCSs risk undermining the intrinsic motivation needed for effective performance in such settings. To solve this puzzle, we build on theories of perceived locus of causality and self-construal and develop an integrative model summarized in 15 propositions. To explicate our proposed solution and to show its robustness, we focus on the class of activities we call large-scale collaborative creativity (LSCC) — contexts where individuals face a dual challenge of demonstrating creativity and embracing the formal controls that coordinate their creative activities with others’. We argue that LSCC requires the simultaneous activation of intrinsic and identified forms of motivation, and simultaneously independent and interdependent self-construals. Against some scholarship that argues or assumes that such simultaneous combinations are infeasible, we argue that they can be fostered through appropriate attraction-selection-attrition policies and management control systems design. We also show how our propositions can enrich our understanding of motivation in other settings, where creativity and/or coordination demands are less pressing.

Combining Creativity and Control: Understanding Individual Motivation in Large-Scale Collaborative Creativity

Purpose – The aims of this article are to measure the brand equity of service firms (luxury hotels) using a customer perspective, to identify factors that predict customers’ brands relationships and to explore the links between service brand equity and employee brand commitmentDesign/methodology/approach – Two surveys were conducted to achieve the research objectives. The first survey objective was to measure brand equity using a sample of 250 international customers of five‐star hotels in Bangkok. The second survey objective was to collect information regarding employee brand commitment in each selected hotel using a sample of 250 employees.Findings – Results show that hotels belonging to the same category have different brand equity and that brand differentiation and brand trust are the variables that have the major influence on customer brand relationships. Perceived service quality and associations related to hotel core services are not related to brand relationships. High hotel brands equity have a s...

Service brand equity and employee brand commitment

The primary aim of this study was to investigate the predictors of different organizational identification profiles. Hypotheses based on the social identity approach and the literature on organizational commitment were formed and tested in a sample gathered from employees of 20 shipyard subcontractors. The results supported the idea that different subgroup characteristics (prestige, contact, and size) may be used to explain four different combinations of subgroup identification (with the subcontractor) and superordinate identification (with the shipyard). However, contrary to our hypotheses, none of the variables concerning relationships between the subgroups (intergroup competition, intergroup contact and perceived discrimination) emerged as significant predictors.

Predicting the different profiles of organizational identification: A case of shipyard subcontractors

The primary aim of this study was to investigate the effects of subgroup and superordinate identification on intergroup differentiation between the subgroups. Hypotheses based on the social identit...

Subgroup Identification, Superordinate Identification and Intergroup Bias between the Subgroups

The primary aim of this study was to investigate the effects of subgroup and superordinate identification on intergroup differentiation between the subgroups. Hypotheses based on the social identity approach were formed and tested in two samples gathered from the same Finnish shipyard: Sample 1 consisted of the employees of 20 different subcontractors working at the shipyard, and Sample 2 consisted of the shipyard’s own workforce. The results from Sample 1 supported the idea that subgroup identification (identification with the subcontractor) is positively related to ingroup bias, and superordinate identification (identification with the shipyard) is negatively related to ingroup bias toward other subgroups under the same superordinate category (shipyard). Among the shipyard’s own workers (Sample 2), in turn, identification with the shipyard was significantly related to increased levels of ingroup bias toward the subcontractors working there. The results, thus, indicate that the positive effects of superordinate identification on subgroup relations may be limited to only some of the subgroups.

Milla Juslin

Papers

Predicting the different profiles of organizational identification: A case of shipyard subcontractors

Subgroup Identification, Superordinate Identification and Intergroup Bias between the Subgroups

Subgroup Identification, Superordinateand Intergroup Bias Between the Subgroups