Showing papers on "Organizational identification published in 1997"

Corporate identity: the concept, its measurement and management

Abstract: Articulates the main trends in the literature on corporate identity; defines corporate identity; explains the rationale for corporate identity management and describes the main methods used to reveal the desired and the actual corporate identity. Particular reference will be made to two recently developed models used to reveal an organization's identity: Balmer's Affinity Audit (BAA) and The Rotterdam Organizational Identification Test (ROIT). Concludes that while empirical research on the area will increasingly be multidisciplinary marketing will, nonetheless, play a pivotal role in an understanding of corporate identity.

A longitudinal investigation of the relationships between job information sources, applicant perceptions of fit, and work outcomes

Abstract: This longitudinal field study was designed to examine the relationships between job information sources, self-esteem, and perceptions of person-job (P-J) and person-organization (P-O) fit, as well as the relationships between perceptions of fit and work outcomes (job satisfaction, organizational commitment, organizational identification, intentions to quit, stress symptoms, and turnover). The results indicate that the number of formal job information sources and self-esteem were positively related to perceptions of P-J fit, and formal job information sources were positively related to perceptions of P-O fit. Perceptions of P-J fit were positively related to job satisfaction, organizational commitment, organizational identification, and negatively related to stress symptoms and intentions to quit. Perceptions of P-O fit were negatively related to intentions to quit and turnover. In addition, perceptions of fit mediated the relationships between job information sources and self-esteem with job satisfaction, intentions to quit, and turnover. These results highlight the job applicant's perspective of fit, and demonstrate the importance of both P-J and P-O fit perceptions.

An analysis of the difference between organization identification and professional commitment: a study of certified public accountants

Abstract: Addresses the relationship between organizational identification and organizational commitment. Tested the following three hypotheses in relation to professional accountants: self‐image congruence has a direct effect on organizational identification; organizational identification has a direct effect on organizational commitment; and the organizational‐identification effect on commitment is moderated by attitudes of significant others, work abilities/experience, other options and alternatives, competing motives, and perception of outcomes. Four international Certified Public Accountant (CPA) firms participated in the study. A random sample of 335 CPAs within these firms was selected and a survey questionnaire was mailed to them. Results did not provide support for any of the hypotheses. Instead, the results show that self‐image congruence may have a direct effect on organizational commitment, which in turn may have a direct effect on organizational identification.

Organizational Identification Strategies and Values in High Technology Industries: A Rhetorical-Organizational Approach to the Analysis of Socialization Processes in Corporate Discourse

Abstract: This essay examines the organizational identification strategies in the corporate discourse in high-technology industries used to recmit individuals and socialize them to be members of the organization. The results of the analysis suggest that these organizations exhibit similar identification strategies, which cluster around five dominant value themes. A discussion of the results of the findings is highlighted by an argument that proposes that this study makes a significant contribution to the field of public relations. Areas for future research are suggested.

Procedural unfairness and managers surviving layoffs: Self-threat and coping in the context of organizational change

Abstract: The affective and cognitive responses of managers who survive layoffs are explored. Evidence from two field studies suggests that managers who perceive that their organization was procedurally unfair exhibited greater anxiety than their nonmanagerial counterparts. Also, managers who perceived that the organization was unfair were more likely to withdraw from the organization, as measured by reduced organizational identification. Evidence that managers’ degree of identification with their managerial role moderated this relationship provides evidence of the psychological process driving these reactions to unfairness. Implications for the research and practice of organizational change are offered.