Showing papers on "Organizational identification published in 2002"
TL;DR: Results from a longitudinal design of 187 managers supported both the convergent and discriminant validity of the different types of fit perceptions of person-organization fit, needs-supplies fit, and demands-abilities fit.
Abstract: This study examined whether employees develop perceptions about 3 different types of fit: person-organization fit, needs-supplies fit, and demands-abilities fit. Confirmatory factor analyses of data from 2 different samples strongly suggested that employees differentiate between these 3 types of fit. Furthermore, results from a longitudinal design of 187 managers supported both the convergent and discriminant validity of the different types of fit perceptions. Specifically, person-organization fit perceptions were related to organization-focused outcomes (e.g., organizational identification, citizenship behaviors, turnover decisions), whereas needs-supplies fit perceptions were related to job- and career-focused outcomes (e.g., job satisfaction, career satisfaction, occupational commitment). Although demands-abilities fit perceptions emerged as a distinct construct, they were not related to hypothesized outcomes (e.g., job performance, raises).
1,645 citations
TL;DR: Attractiveness of perceived identity and construed external image were positively related to physicians' identification with the system, which in turn was positivelyrelated to cooperative behavior.
Abstract: We use an established model of organizational identification to try to understand the voluntary cooperative behavior of professionals in organizations. We examined the relationships among physician...
831 citations
TL;DR: Empirical support for current identity-based models of organizational identification are provided and their generalizability is expanded to include multiple-identity organizations is expanded.
Abstract: In the field of organizational identity, theory development has far outpaced theory testing. Specifically, several researchers have proposed identity-based models of organizational identification but few have operationalized and tested them. Furthermore, virtually no research has explored how members identify with multiple-identity organizations. This study addresses these gaps and makes three specific contributions to identity theory. First, we operationalize and test a model in which a member's organizational identification is conceptualized in terms of an identity comparison process, i.e., a cognitive comparison between what a member perceives the identity to be and what they think it should be. Second, we extend current thinking by operationalizing organizational identification in terms of multiple and competing identities. Third, as a theory-building exercise, we explore the possibility that a similar identity comparison process operates at the organizational form level of analysis, affecting members' identification with the encompassing form or social institution. We test our model via a survey of members of rural cooperatives--a prototypical "hybrid" identity organizational form, embodying elements of both "business" and "family" identities. Results of the analyses show that organizational identity congruence has a significant effect on member commitment, and form-level identity congruence has significant effects on both cognitive and pragmatic legitimacy, lending support for the use of identity as a multilevel construct. These results provide empirical support for current identity-based models of organizational identification and expand their generalizability to include multiple-identity organizations.
626 citations
TL;DR: This paper proposed a model of customer-contact service employee management that examines organizational citizenship behaviors as critical links between aspects of the employee-organization relationship (perceived organizational support, organizational identification) and customers' perceptions of service quality.
483 citations
TL;DR: An analysis of the social identity processes involved in organizational mergers suggests that organizational identification after a merger is contingent on a sense of continuity of identity, which is argued to be contingent on the extent to which the individual's own pre-merger organization dominates, or is dominated by, the merger partner.
Abstract: An analysis of the social identity processes involved in organizational mergers suggests that organizational identification after a merger is contingent on a sense of continuity of identity. This sense of continuity, in turn, is argued to be contingent on the extent to which the individual's own pre-merger organization dominates, or is dominated by, the merger partner. In support of this analysis, results of two surveys of merged organizations showed that pre-merger and post-merger identification were more positively related for members of dominant as opposed to dominated organizations, whereas perceived differences between the merger partners were more negatively related to post-merger identification for members of the dominated compared with the dominant organization.
348 citations
TL;DR: In this paper, the authors examined auditors' sense of professional identity and found relatively high levels of professional identification and organizational identification, and a relatively low level of organizational professional conflict among their study's 252 Big 5 auditors.
Abstract: In response to a variety of challenges, accounting firms are reorganizing and reengineering their core audit services to capitalize on technology advances and to deliver more value‐added services to their clients. Critics, however, have voiced concern that the changes underway undermine auditors' professionalism. Accordingly, this study examines auditors' sense of professional identity. Specifically, we provide (1) a comprehensive model of the relation between auditors' professional and organizational identities, including their potential conflict; and (2) the antecedents and consequences of auditors' professional and organizational identification, including how organizational‐professional conflict relates to turnover. We find relatively high levels of professional identification and organizational identification, and a relatively low level of organizational‐professional conflict among our study's 252 Big 5 auditors. Professional identification is positively related to organizational identification, but i...
238 citations
TL;DR: This paper conducted a mail survey to compare the attitudes and behaviors of people who identify or disidentify with the National Rifle Association or view it in a neutral fashion, finding that identification is related to people's personal experiences, disidentification is linked to their values surrounding the organization and that although both identifiers and disidentifiers talk, only identifiers take action.
Abstract: Whereas organizational identification is defined as a cognitive connection between a person and an organization, disidentification is defined as a sense of separateness. The authors conducted a mail survey to compare the attitudes and behaviors of people who identify or disidentify with the National Rifle Association or view it in a neutral fashion. The results show that whereas identification is related to people’s personal experiences, disidentification is related to their values surrounding the organization. Moreover, although both identifiers and disidentifiers talk, only identifiers take action.
209 citations
TL;DR: In this paper, the authors investigated a work-team restructure within an organization obtaining measures before and after the change occurred and found that pre-restructure work team identification and organizational identification had opposing effects on postrestructure organizational identification.
Abstract: We investigated a work-team restructure within an organization obtaining measures before and after the change occurred. Pre-restructure analyses revealed that, in addition to informational variables, subgroup identification (work-team) and superordinate identification (organization) were important predictors of negative feelings towards the restructure. The more that employees identified with the subgroup, the more negative feelings they reported about the upcoming change. In contrast, the higher the identification with the superordinate group, the less negative employees felt. Longitudinal analysis revealed that compared with the pre-restructure, post-restructure levels of work-team identification, organizational identification, job satisfaction and perceived work-team performance were significantly lower. Pre-restructure work-team identification was a stronger predictor of post-restructure job satisfaction than pre-restructure organizational identification. In addition, it was found that pre-restructure work-team identification and organizational identification had opposing effects on post-restructure organizational identification. There was some evidence that high initial organizational identification protected long-term organizational commitment.
183 citations
TL;DR: In this article, the authors developed two themes: members of complex organizations have multiple social groups with which they identify and that acts display displayin the social groups they belong to, and they developed theoretical work in organizational identification based on these themes.
Abstract: Recent theoretical work in organizational identification has developed two themes: that members of complex organizations have multiple social groups with which they identify and that acts displayin...
172 citations
TL;DR: In this article, the authors argue that the concept of organizational identification can provide new and valuable insights into the dynamics of organizational change and its management, and introduce the notion of shift in identification, which consists of dis- and re-identification states that organizational members experience during change.
Abstract: This article argues that the concept of organizational identification can provide new and valuable insights into the dynamics of organizational change and its management. It introduces the notion of shift in identification, which consists of dis- and re-identification states that organizational members experience during change, and proposes a framework for the study of the communication-based influence strategies used by management to induce such shifts. The article introduces the concept of confluence, which involves providing some sense of self-consistency to members during change. Two empirical examples illustrating the influence strategies used by management are analyzed. Implications to the wider discourses on language, identification and change are addressed.
145 citations
TL;DR: In this paper, the authors explored the relationship between organizational identification and organizational culture in a retail sales organization and found that although six dimensions of organizational culture were significantly related to organizational identification, employee morale emerged as the only significant predictor of employee identification.
Abstract: This study explored the relationship between organizational identification and organizational culture in a retail sales organization. Participants included 76 employees from 31 different store locations who completed Cheney's (1983b) Organizational Identification Questionnaire and Glaser, Zamanou, and Hacker's (1987) Organizational Culture Survey. Confirmatory factor analyses, as well as tests of parallelism, were conducted to confirm the dimensional structure and internal consistency of both measurements. Although six dimensions of organizational culture were significantly related to organizational identification, employee morale emerged as the only significant predictor of employee identification. Implications of these results, as well as directions for future research, are discussed.
TL;DR: This article examined the temporary help industry in order to analyze the ways in which contemporary labor strategies might complicate our existing theories of organizational identification and highlighted communicative strategies that prevent rather than promote member identification with organizations.
Abstract: Current managerial practices such as downsizing and the use of temporary labor require scholars to reconsider the organizational desirability of member identification. Maintaining an identified workforce takes time, energy, and resources that organizations may not always be willing to provide. This study examines the temporary help industry in order to analyze the ways in which contemporary labor strategies might complicate our existing theories of organizational identification. Drawing upon interview data from 39 temps and their supervisors, this study highlights communicative strategies that prevent rather than promote member identification with organizations.
TL;DR: In this article, the authors argue that factionalism in a TMT is a significant hazard posed by member identification with different parents, and that identification with both the IJV and a parent firm can lead to significant role conflict for IJV top managers.
Abstract: Many international joint ventures (IJVs) fare poorly. An important factor is that members of an IJV top management team (TMT), which generally comprises people from different cultures, often find it difficult to work together. In this paper we argue that social identity theory and organizational identification processes can help us understand why this is so. We propose that factionalism in a TMT is a significant hazard posed by member identification with different parents. In addition, identification with both the IJV and a parent firm can lead to significant role conflict for IJV top managers. Factionalism and role conflict in turn can result in poor intra-TMT communications and inefficient decision making. Literature in social identity theory and organizational identification suggests that the relative status and power of parents as well as successes of IJVs can affect TMT members' identification with the IJV or the parent company. Preliminary field interviews provide general support for these propositi...
01 Jan 2002
TL;DR: In this paper, the utility of conceptualizing and measuring identification in terms of the congruency between different identification targets was investigated, and the results of a series of hierarchical regression analyses showed that the measures of identification congruence did not significantly add to the variance that was accounted for in the DVs by the individual targets of identification.
Abstract: Drawing on social identity theory, the present study investigated the utility of conceptualizing and measuring identification in terms of the congruency between different identification targets. Participants were 189 employees from a large metropolitan hospital (104 male and 82 female). The results of a series of hierarchical regression analyses showed that the measures of identification congruency did not significantly add to the variance that was accounted for in the DVs by the individual targets of identification. Implications and directions for future research are discussed.
Posted Content•
TL;DR: In this article, an ethnographic study of a network marketing organization examines the practices and processes involved in managing members' organizational identification, and it argues that this organization manages identification by using two types of practices: sensebreaking practices that break down meaning, and sensegiving practices that provide meaning.
Abstract: An ethnographic study of a network marketing organization examines the practices and processes involved in managing members' organizational identification. Specifically, it argues that this organization manages identification by using two types of practices: sensebreaking practices that break down meaning, and sensegiving practices that provide meaning. When both sensebreaking and sensegiving practices are successful, members positively identify with the organization. When either sensebreaking or sensegiving practices fail, members deidentify, disidentify, or experience ambivalent identification with the organization. A general model of identification management is posited, and implications for both theory and practice are offered.
01 Aug 2002
TL;DR: A more thorough treatment of ways an individu... as mentioned in this paper has called for the consideration of an expanded model of identification, which would include a more complete treatment of the ways an individual can be identified.
Abstract: Recent research in the organizational identification field has called for the consideration of an expanded model of identification, which would include a more thorough treatment of ways an individu...
DOI•
01 Jan 2002
TL;DR: Ferri et al. as mentioned in this paper found that identification and commitment were strongly correlated, and it was determined that the two constructs appeared to reference the same collection of attitudes and behaviors, such as the utilization of a print medium and the adoption of a communicative philosophy.
Abstract: The Measurement of Organizational Identification and Organizational Commitment Found Among the Membership of Mary Kay Cosmetics by Philip Clark Oviatt Dr. Anthony J. Ferri, Ph.D., Examination Committee Chair Professor of Communications University of Nevada. Las Vegas The study reported here utilized two constructs; the Organizational Identification Questionnaire (OIQ) (Cheney 1983b) and the Organizational Commitment Questionnaire (OCQ) (Mowday. Porter, and Steers 1979), to determine if a positive correlation existed between them when applied to the Mary Kay Cosmetics Organization, a Direct Sales Marketing organization. The OIQ and the OCQ are two constructs that have been widely utilized to study the relationship between the employee and the organization. A review o f literature illustrates, that although each concept offers a distinct meaning, when utilized as a construct they are synonymous. This study found that identification and commitment were strongly correlated, and it was determined that the two constructs appeared to reference the same collection of attitudes and behaviors. This study further offers two key communicative practices and behaviors; the utilization of a print medium and the adoption of a communicative philosophy, which may contribute to the individual's higher identification and commitment to the organization. This investigation suggests that researchers are advised to refer to these two constructs as measurement
TL;DR: In this article, the role played by volunteer examiners within an organization in the success of quality assessment programs such as the Malcolm Baldrige National Quality Award is discussed, as well as motivations and influences.
Abstract: Little has been written about the role played by volunteer examiners within an organization in the success of quality assessment programs such as the Malcolm Baldrige National Quality Award. Insight is provided into what motivations and influences, espe..
Journal Article•
01 Jan 2002
Posted Content•
TL;DR: In this paper, a comprehensive model of the relation between auditors? professional and organizational identities, including their potential conflict, and the antecedents and consequences of auditors' professional identification, including how organizational-professional conflict relates to turnover, is presented.
Abstract: In response to a variety of challenges, accounting firms are reorganizing and re-engineering their core audit services to capitalize on technology advances and to deliver more value-added services to their clients. Critics, however, have voiced concern that the changes underway undermine auditors' professionalism. Accordingly, this study examines auditors' sense of professional identity. Specifically, we provide (1) a comprehensive model of the relation between auditors? professional and organizational identities, including their potential conflict, and (2) the antecedents and consequences of auditors' professional and organizational identification, including how organizational-professional conflict relates to turnover. We find relatively high levels of professional identification and organizational identification, and a relatively low level of organizational-professional conflict among our study's 252 Big 5 auditors. Professional identification is positively related to organizational identification, but it is organizational identification and its antecedents that play the central role in the empirical model. Organizational identification decreases both organizational-professional conflict and turnover. The results have implications for both practitioners and researchers.