Showing papers on "Organizational identification published in 2003"

Consumer-Company Identification: A Framework for Understanding Consumers¿ Relationships with Companies

Abstract: In this article, the authors try to determine why and under what conditions consumers enter into strong, committed, and meaningful relationships with certain companies, becoming champions of these companies and their products. Drawing on theories of social identity and organizational identification, the authors propose that strong consumer-company relationships often result from consumers’ identification with those companies, which helps them satisfy one or more important self-definitional needs. The authors elaborate on the nature of consumer-company identification, including the company identity, and articulate a consumer-level conceptual framework that offers propositions regarding the key determinants and consequences of such identification in the marketplace.

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).

Exploring the dimensions of organizational assimilation: Creating and validating a measure

Abstract: The purpose of this study was to create and validate a measure of organizational assimilation index. Organizational assimilation describes the interactive mutual acceptance of newcomers into organizational settings. Members from the advertising, banking, hospitality, university, nonprofit, and publishing industries participated in two phases of research. In the first phase, 13 interviewees suggested six dimensions of organizational assimilation: familiarity with others, organizational acculturation, recognition, involvement, job competency, and adaptation/role negotiation. The second phase involved analysis of a survey of 342 participants that appeared to validate the six dimensions. The OAI's construct validity was tested and supported through the use of three other scales. Job satisfaction and organizational identification related positively to assimilation, while propensity to leave related negatively.

Key issues in organizational identity and identification theory

Abstract: The constructs of organizational identity and identification are attracting greater and greater recognition among scholars and practitioners. An increasing number of researchers in organizational behavior, organizational theory and strategic management are turning to these concepts to improve their understanding of the behavior of organizations and their members. In May 2002, David Whetten and Cees van Riel invited a group of researchers to a workshop in order to take stock of the current state of the field and to discuss future directions. This paper summarizes the fundamental issues discussed at that meeting: the various intellectual roots of organizational identity and identification theory, the interplay between different levels of analysis, the conceptualization of organizational identity, its measurement, and finally, its relevance. Identity appears a promising concept to bridge different levels of analysis, and to analyze apparent paradoxes that arise when organizations confront simultaneous pressures for similarity and uniqueness, sameness and differentiation.

Social identity and self-categorization theories’ contribution to understanding identification, salience and diversity in teams and organizations

Abstract: Within social and organizational psychology and the other social sciences the concept of identity is now widely embraced. Two theories that are increasingly being applied to help make sense of group and organizational identification are social identity theory and self-categorization theory (Tajfel, 1978; Turner, 1982; Turner, Hogg, Oakes, Reicher & Wetherell, 1987). These theories, jointly referred to as the social identity perspective, recognise that people’s individual characteristics and their group memberships play a significant role in shaping attitudes, values, beliefs, and behavior. Given this focus, interest in these theories mirrors the growing popularity of group-based management techniques applied to topics such as group decision-making, team building, group performance, organizational culture and organizational change.

Perceptions of Organizational Ethicality: Do Inflated Perceptions of Self Lead to Inflated Perceptions of the Organization?

Abstract: Scholars have suggested that the tendency for an individual to perceive him- or herself as more ethical than others might influence the individual's perceptions of his or her organization's ethics The purpose of this study is to consider if and/or when such a relationship exists A thorough consideration of the nature of perceptions of relative ethicality suggests that a positive self-bias would negatively influence perceptions of organizational ethicality The results of an empirical study involving working managers and employees of a hospital support that argument Furthermore, the results indicate that organizational identification, perceived organizational cohesion, and an individual's insulation also influence individual perceptions of relative organizational ethicality The findings illuminate this particular phenomenon and further our understanding of the relationship between the individual and the organization, more generally

Transformational leadership, psychological contract breach and organizational identification.

Abstract: This article examines the impact of transformational leadership, fairness perceptions, psychological contract breach and perceived external prestige on organizational identification. Organizational...