Showing papers on "Organizational identification published in 2001"

The Impact of Employee Communication and Perceived External Prestige On Organizational Identification

Abstract: Employees' organizational identification was measured in three organizations. Results show that employee communication augments perceived external prestige and helps explain organizational identification. Communication climate plays a central role, mediating the impact on organizational identification of the content of communication. The relative impacts of employee communication and perceived external prestige on organizational identification differ between organizations; this was attributed to differences in reputation of the companies. Consequences of the results for the management of organizational identification are discussed

Social Identity Processes in Organizational Contexts

Abstract: M.A. Hogg, D.J. Terry, Social Identity Theory and Organizational Processes. M.G. Pratt, Social Identity Dynamics in Modern Organizations: An Organizational Psychology/Organizational Behavior Perspective. B.E. Ashforth, S.A. Johnson, Which Hat to Wear?: The Relative Salience of Multiple Identities in Organizational Contexts. S. Brickson, M.B. Brewer, Identity Orientation and Intergroup Relations in Organizations. M. Hewstone, R. Martin, C. Hammer-Hewstone, R. Crisp, A. Voci, Majority-minority Relations in Organizations: Challenges and Opportunities. R. Moreland, J. Levine, J. McMinn, Self-categorization and Work Group Socialization. N. Ellemers, Social Identity, Commitment, and Work Behavior. C. Bartel, J. Dutton, Ambiguous Organizational Memberships: Constructing Organizational Identities in Interactions with Others. D. Abrams, G. Randsley de Moura, Organizational Identification: Psychological Anchorage and Turnover. T. Tyler, Cooperation in Organizations: A Social Identity Perspective. R.M. Kramer, Identity and Trust in Organizations: One Anatomy of a Productive but Problematic Relation. J.T. Jost, K.D. Elsbach, How Status and Power Differences Erode Personal and Social Identities at Work: A System Justification Critique of Organizational Applications of Social Identity Theory. M.A. Hogg, Social Identification, Group Prototypicality, and Emergent Leadership. S.A. Haslam, M.J. Platow, Your Wish is Our Command: The Role of Shared Social Identity in Translating a Leader's Vision into Follower's Action. D.J. Terry, Intergroup Relations and Organizational Mergers. D. van Knippenberg, E. van Leeuwen, Organizational Identity after a Merger: Sense of Continuity as the Key to Post-merger Identification. S. Gaertner, B. Bachman, J. Dovidio, B. Banker, Corporate Mergers and Stepfamily Marriages: Identity, Harmony, and Commitment.

Social Comparisons in Boundary-Spanning Work: Effects of Community Outreach on Members' Organizational Identity and Identification

Abstract: This research investigated how experiences in a particular boundary-spanning context (community outreach) affected members' organizational identity and identification. Multimethod panel data from 2...

Identification in organizational contexts: linking theory and research from social and organizational psychology

Abstract: Research in organizational psychology has shown that commitment to the organization correlates with different criteria of work effectiveness. This paper argues that social psychology and, particularly, the Social Identity Approach to intergroup relations extend the concept of commitment theoretically. Above that, it provides a broader conceptual framework for the understanding of underlying processes in the relation between organizational identification and job-related attitudes and behaviours. This theoretical analysis is completed with a review of empirical findings in different fields of application (group performance, work-related attitudes, group norms).

Antecedents of organizational identification in multinational corporations: fostering psychological attachment to the local subsidiary and the global organization

Abstract: This article reports the results of an empirical case study of the antecedents of organizational identification among local managers in a multinational corporation (MNC). Organizational identification, which refers to an individual's psychological attachment to the organization, has gained increasing attention because of its assumed link with behaviour associated with enhanced organizational performance. Yet little work has been done on what fosters organizational identification, particularly within the context of a MNC. Moreover, there is empirical evidence showing that managerial employees of MNCs draw a distinction between their local subsidiary and the global organization as manifest in separate group identifications. This suggests that there may be differential sets of antecedents of identification with the local subsidiary and with the global organization. The results of the present study indicate that there are different sets of factors that promote identification with the local and global levels o...

Role of Organizational Identification on Implicit Leadership Theories (ILTs), Transformational Leadership and Work Attitudes:

Abstract: This investigation explores the effects of organizational identification on employees’ Implicit Leadership Theories (ILTs) and the perception of leader behaviors. The study involved a cross-sectional survey of 439 employees from seven companies based in South Wales. Respondents completed two questionnaires that measured their organizational identification, ILTs, recognition of ILTs in their manager, manager’s leadership behaviors (transactional and transformational), and psychological reactions (job satisfaction, well-being, and turnover intentions). The level of organizational identification did not affect the prototype of an ideal work-based leader. However, high organizational identification was associated with more positive ratings on the actual manager, the extent to which their manager displayed transactional and transformational behaviors, and with more positive psychological reactions to work. Employees high in organizational identification based their judgments of their leader’s transactional and transformational behaviors on the extent to which they recognized their leader as possessing leadership traits. However, those low on organizational identification allowed their prototype of their ideal leader to bias their judgment of their actual leader’s behavior. Finally, there was partial support for the augmenting hypothesis (that tranformational leadership would predict additional variance in psychological outcomes above that predicted by transactional leadership) for those high in organizational identification but not for those low in organizational identification.

Dual identification in multinational corporations: local managers and their psychological attachment to the subsidiary versus the global organization

Abstract: This article reports the results of an empirical case study conducted in India and Pakistan on dual identification in a multinational corporation (MNC). It is often stated in the management literature that it is vital for MNC managerial employees worldwide to share the organization's core values and goals, that is, to identify with the organization as a global entity. The underlying assumption is that it is possible, not to mention desirable, for the MNC as a global entity to be the main identification focus for its managers worldwide. Yet there appears to be a general preference for identification with relatively small social units, such as what the MNC subsidiary represents. This study investigates, with the aid of social identity theory, the patterns and strength of employee identification with the local subsidiary versus the global organization. The study also examines whether the type of MNC subsidiary might have an effect on local/global patterns of employee identification. The results reveal that r...

Explaining the Varying Effects of Organizational Identification on Cooperation: The Moderating Role of Subgroup Reputations

Abstract: . Psychological distance may depend on the strength and nature of the commonalities or differences between the two subgroups that comprise the collective. In some cases, shared characteristics of the subgroups may shape their relationship, reducing the psychological distance between them. For example, two subgroups, while distinct, may belong to the same organization, and may recognize the importance of this shared membership. In other

Organizational identification during major change: the dynamics of dissociation and re-association.

Abstract: This conceptual paper argues that strong member identification with their organization can be an obstacle to major change implementation. Major planned change implies a destruction and reconstructi...

Why public administration

Abstract: In recent years, there has been much criticism of organizations in general and governmental organizations in particular. Economists (and others) argue that human behavior in organizations, like all other human behavior, is driven by self-interest, and hence appropriate mechanisms are required to link that self-interest, expressed in the profit motive, to broader social goals and needs. The only effective mechanisms for achieving this linkage, their argument continues, arc economic markets, Adam Smiths "invisible hand." For this reason, it is said, the activities of society aimed at satisfying its economic needs, as well as its needs for public order and for various kinds of public goods and services, should be satisfied, to the maximum degree possible, through privately owned business firms operating in competitive markets. Privatization is the target to be aimed at. I find this argument badly flawed. First, its major motivational premise is simply false. Human beings make most of their decisions, not in terms of individual self-interest, but in terms of the perceived interests of the groups, families, organizations, ethnic groups, and national states with which they identify and to whom they are loyal. The "invisible hand" is attached much more strongly to organizational identification than to a more narrowly defined self-interest. As a consequence, the belief that the profit motive is the only reliable motive for welding organizational actions to social needs is wrong. What is essential to make the weld is that organizations must use only those resources that they can induce society (through the market or through democratic processes) to appropriate to them in exchange for their services. Second, if identification, and not economic self-interest in the narrower sense, is the driving motive in organizational behavior, then the argument that privatization will always (or even usually) increase productivity and efficiency is equally wrong. Such empirical evidence as we have on the relative efficiency of private and public organizations shows no consistent superiority of one over the other. It does show consistent and predictable inefficiencies of organizations when they arc not subjected to the discipline of the na in their external dealings (for example, in conditions of monopoly, or when subsidies are available and manipulable). And evidence also shows that the goals of organizations will be strongly influenced by the sources of their revenues and by the ways in winch their productivity is measured. Of course, it is not enough that a society work efficiently and productively, We also expect a society to distribute goods and services fairly, however vigorously we may debate and disagree about the criteria of fairness. …

The role of identification in the privacy decisions of information system students

Abstract: This research is aimed at understanding the ethical decision-making process of information systems students, particularly when those decisions involve online privacy. The research model on which the hypotheses are based includes both deontological and teleological factors, as well as something heretofore overlooked by IS ethics researchers. Organizational identification is hypothesized to serve a filtering role, to help the individual faced with an ethical decision to focus on those stakeholders that are most relevant. The research model was tested using survey methods with a sample of senior-level IS undergraduates. The main effects of the deontological and teleological factors explained 35% of the variance in an individual's moral judgment about online privacy. Contrary to expectations, organizational identification did not moderate these two effects. However, the interaction of all three factors was significant, both practically and statistically.

The comparative effect of perceived, projected and desired organizational identity on organizational identification and desired behavior

Abstract: It is especially during times of uncertainty or change in an organization, that a major concern for organizational management is how to elicit and maintain a high degree of identification and desired behavior from their members. Traditionally, scholars have taken a “bottom-up approach” in understanding these organizational processes, where the assumption is that members’ own, private perceptions of who their organization is, i.e. their perceived organizational identity, is the core driver of their identification and behavior. I challenge this one-sided approach of perceived organizational identity on the grounds that by focusing solely on members’ organizational identity perceptions, we disregard the “top-down approach”, i.e. the important role that management plays in setting an overall collective framework that directs and guides members in their identification and behavior. This dissertation is the first to empirically test the comparative significance of bottom-up and top-down identity types. Through three empirical studies in two different organizational settings, I study this force field between the bottom-up and top-down identity processes. My results indicate that especially during times of threat and organizational change, the role of perceived organizational identity is not nearly as prevalent as generally assumed. It is not only the perceived organizational identity in and of itself that drives identification and behavior, but also the degree to which members believe that their perceived organizational identity is consistent with the top-down determined identity types of projected and desired organizational identity. In doing so, this work takes a more integrative approach to organizational identity processes.