Showing papers on "Organizational identification published in 2009"
TL;DR: A theoretical model is developed and test that integrates 4 key explanations of value congruence effects, which are framed in terms of communication, predictability, interpersonal attraction, and trust, and shows that individual and organizational values exhibited small but significant relationships with job satisfaction and organizational identification that bypassed the mediators in their model.
Abstract: Research on value congruence has attempted to explain why value congruence leads to positive outcomes, but few of these explanations have been tested empirically. In this article, the authors develop and test a theoretical model that integrates 4 key explanations of value congruence effects, which are framed in terms of communication, predictability, interpersonal attraction, and trust. These constructs are used to explain the process by which value congruence relates to job satisfaction, organizational identification, and intent to stay in the organization, after taking psychological need fulfillment into account. Data from a heterogeneous sample of employees from 4 organizations indicate that the relationships that link individual and organizational values to outcomes are explained primarily by the trust that employees place in the organization and its members, followed by communication, and, to a lesser extent, interpersonal attraction. Polynomial regression analyses reveal that the relationships emanating from individual and organizational values often deviated from the idealized value congruence relationship that underlies previous theory and research. The authors' results also show that individual and organizational values exhibited small but significant relationships with job satisfaction and organizational identification that bypassed the mediators in their model, indicating that additional explanations of value congruence effects should be pursued in future research.
1,052 citations
TL;DR: In this paper, the impact of demographic diversity on individual attachment and firm unit performance in a relatively diverse organization was investigated, and it was found that diversity climate (DC) moderates the effect of relational and categorical demography on affective organizational commitment, organizational identification and intention to quit.
Abstract: We studied the impact of demographic diversity on individual attachment and firm unit performance in a relatively diverse organization. We implemented cross-level regression to study gender and race/ethnic categorical, relational, and organizational demography in a sample of 26 units part of a regional restaurant chain. At the individual level, we found that diversity climate (DC) moderates the impact of relational and categorical demography on affective organizational commitment, organizational identification, and intention to quit. At the organizational level, we found that DC moderates the impact of organizational diversity on firm productivity and return on profit. We discuss the importance of organizational DC as organizational context on individual attachment, and implications for firm effectiveness in diverse organizations. Copyright © 2007 John Wiley & Sons, Ltd.
373 citations
TL;DR: In this article, the authors propose that internal marketing is fundamentally a process in which leaders instill into followers a sense of oneness with the organization, formally known as "organizational identification" (OI).
Abstract: There is little empirical research on internal marketing despite its intuitive appeal and anecdotal accounts of its benefits. Adopting a social identity theory perspective, the authors propose that internal marketing is fundamentally a process in which leaders instill into followers a sense of oneness with the organization, formally known as “organizational identification” (OI). The authors test the OI-transfer research model in two multinational studies using multilevel and multisource data. Hierarchical linear modeling analyses show that the OI-transfer process takes place in the relationships between business unit managers and salespeople and between regional directors and business unit managers. Furthermore, both leader–follower dyadic tenure and charismatic leadership moderate this cascading effect. Leaders with a mismatch between their charisma and OI ultimately impair followers' OI. In turn, customer-contact employees' OI strongly predicts their sales performance. Finally, both employees' ...
352 citations
TL;DR: The authors developed the intractable identity conflict resolution model, which delineates a multiphase process by which the conflicting parties' identities shift in order to permit eventual intergroup harmony.
Abstract: Identity is often at the heart of ongoing intergroup conflicts in organizations. Drawing from theories of conflict management, social identity, and organizational identification, we develop the intractable identity conflict resolution model, which delineates a multiphase process by which the conflicting parties’ identities shift in order to permit eventual intergroup harmony.
299 citations
01 Nov 2009
TL;DR: In this paper, the authors present and test an integrative model of voluntary learning behavior and argue that individuals are more likely to pursue learning activities when they identify with their employing organization and have a high quality leader-member exchange (LMX) relationship with their supervisor.
Abstract: This paper presents and tests an integrative model of voluntary learning behavior. Drawing on social exchange theory, we argue that individuals are more likely to pursue learning activities when they identify with their employing organization and have a high quality leader–member exchange (LMX) relationship with their supervisor. We further argue that organizational identification is enhanced by both distributive and procedural fairness, whereas LMX quality is enhanced by interpersonal and informational fairness. Moreover, we contend that effective learning behavior improves job performance. The model was tested with a sample of 398 employees from a large automobile dealership. Results supported most predictions. Copyright © 2009 John Wiley & Sons, Ltd.
264 citations
TL;DR: In this paper, the role of organizational identification and job satisfaction in relation to turnover intention was examined in seven organizations and two models were proposed in which either job satisfaction or organizational identification was treated as a mediator of the other's relationship with turnover intention.
Abstract: The article examines the role of organizational identification and job satisfaction in relation to turnover intentions in seven organizations. Two models are proposed in which either job satisfaction or organizational identification was treated as a mediator of the other's relationship with turnover intention. The organizations varied in terms of culture (Japan vs. UK), and institutional domain (academic, business, health, mail, legal). Within each organization, and meta-analytically combined across the seven samples (N = 1392), organizational identification mediated the relationship between job satisfaction and turnover intention more than job satisfaction mediated the relationship between organizational identification, and turnover intention. Organizational identification also had the larger overall relationship with turnover intention. This pattern remained true when gender, age, type of organization, culture, and length of tenure were accounted for, although the direct relationship between job satisfaction and turnover intention was stronger in private than public organizations and when the ratio of men was higher. The findings are consistent with a social identity theory (SIT) perspective and with the idea that identification is a more proximal predictor of turnover intention. Over and above job satisfaction, organizational identification offers a strong psychological anchor that discourages turnover intention in a range of organizational contexts. Copyright © 2008 John Wiley & Sons, Ltd.
150 citations
TL;DR: In this paper, the authors examined the intervening role of organizational identification and positive psychological experiences in the relationship between meaningfulness and creativity, and confirmed a sequential mediation model in which meaningfulness in the workplace is positively associated with supervisor ratings of employee creativity.
Abstract: This study addresses the question of how meaningfulness in the workplace fosters employee creativity. It is posited that two forms of meaningfulness (meaningfulness at work [perceived organizational identity and external prestige] and meaningfulness in working [challenge and freedom]) are keys to enhancing employee creativity. Specifically, the study examined the intervening role of organizational identification and positive psychological experiences in the relationship between meaningfulness and creativity. The results confirm a sequential mediation model in which meaningfulness in the workplace is positively associated with supervisor ratings of employee creativity, via identification and positive psychological experiences (vitality, positive regard and mutuality, and organization-based self-esteem).
140 citations
TL;DR: Professional employees were found to be most receptive to administrator social influence to adopt new work behavior when they strongly identify with the organization and weakly identified with the profession.
Abstract: Administrative social influence is a principal tool for motivating employee behavior. The authors argue that the compliance of professional employees (e.g., doctors) with administrative social influence will depend on the degree to which these employees identify with their profession and organization. Professional employees were found to be most receptive to administrator social influence to adopt new work behavior when they strongly identified with the organization and weakly identified with the profession. In contrast, administrator social influence was counterproductive when professional employees strongly identified with the profession and weakly identified with the organization.
127 citations
TL;DR: In this article, Scott, Corman, and Cheney's (1998) communicative model of situated identification was used to investigate identification with various organizational targets across three communication-based situations.
Abstract: Scholars have researched organizational identification extensively in recent years. Only occasionally, however, has this research examined multiple targets simultaneously and almost never has it examined variations that occur as individuals interact with others during different activities. The research reported here draws on Scott, Corman, and Cheney's (1998) communicative model of situated identification to investigate identification with various organizational targets across three communication-based situations. Situated scores based on communication partner and identification target were related to several predictor and outcome variables.
81 citations
TL;DR: In this article, the authors present the results of a longitudinal study into the determinants of organizational identification at two organizational levels during an internal merger and find that perceived external prestige and communication climate influence employees' overall organizational identification.
Abstract: Earlier studies have shown that perceived external prestige (PEP) and communication climate influence employees' overall organizational identification. This paper presents the results of a longitudinal study into the determinants of organizational identification at two organizational levels during an internal merger. Data were collected in a university where four divisions merged into two new divisions. Respondents filled out a questionnaire on organizational identification, PEP and communication climate 4 months before the merger (T1) and 2 years after the merger (T2). Results indicate that pre-merger identification primarily influences post-merger identification at the same organizational level. Furthermore, the determinants of employees' overall organizational identification differ from the determinants of employees' division identification. Internal communication climate is particularly important for employees' identification with their division. PEP affects employees' identification with the overall organization. Management implications are discussed for monitoring employee identification both in times of (internal) mergers and in general.
63 citations
TL;DR: In this article, the authors provide a framework for predicting the role and effects of perceived organizational identity (POI) on organizational members' perceptions and behaviors during crisis and change situations, and the scope of the resulting POI changes that may occur.
Abstract: Purpose – The purpose of this paper is to provide a framework for predicting the role and effects of perceived organizational identity (POI) on organizational members' perceptions and behaviors during crisis and change situations, and the scope of the resulting POI changes that may occur.Design/methodology/approach – The paper brings together research on crisis, change, threat/opportunity, and POI, along with case study data to create a threat/opportunity framework for making these predictions.Findings – Based on whether threat or opportunity is perceived during crisis and change situations, different aspects of individuals' POIs will become salient. In threat situations, individuals will focus on perceptions of “who we are.” In opportunity situations, individuals will also focus on “who we could be.” The focus of attention and the threat/opportunity context will influence organizational identification, learning, and openness to change; and whether incremental or transformational POI change occurs. The pe...
TL;DR: In this article, the authors examined the effects of faculty's trust in the school principal on three school outcomes, namely, self-reported in-role job performance (IRP), organizational citizenship behaviour (OCB), and learning goal orientation (LGO).
Abstract: Purpose – The main purpose of this paper is to examine the effects of faculty's trust in the school principal on three school outcomes, namely, self‐reported in‐role job performance (IRP), organizational citizenship behaviour (OCB) and learning goal orientation (LGO). Furthermore, this paper aims to highlight the role of organizational identification (OID) and work engagement (Eng) in explaining the linkage between trust in the principal (TIP) and the three outcome variables.Design/methodology/approach – Survey data are collected from 130 high school teachers in Pakistan. Hierarchical multiple regression analyses are used to test the research hypotheses.Findings – The results of this paper revealed that OID and Eng fully mediated the relationship between TIP and IRP; whereas, they partially mediated the effects of TIP on OCB and LGO.Research limitations/implications – The data used in this paper are cross‐sectional and hence causation cannot be determined. Additionally, the data for this paper are collect...
TL;DR: Hierarchical regression analyses revealed that promoting team synergy was a significant predictor of intent to leave, whereas ensuring quality decisions and individualizing communication did not account for significant additional variance in intent to left.
Abstract: Enhanced team communication may strengthen nurses' attachment to their organizations and teams and improve nurse retention. This study examines the relationships among nurse–team communication, identification (organizational and team), and intent to leave. Hospital nurses (N = 201) completed surveys measuring 3 nurse–team communication processes: promoting team synergy, ensuring quality decisions, and individualizing communication. Hierarchical regression analyses revealed that promoting team synergy was a significant predictor of intent to leave, whereas ensuring quality decisions and individualizing communication did not account for significant additional variance in intent to leave. Separate analyses showed that the relationship between promoting team synergy and intent to leave was partially mediated by team identification or by organizational identification. Further analyses were conducted on the 7 communication practices for promoting team synergy. Mentoring emerged as the only significant predictor...
TL;DR: In this paper, the authors explore how organizations may use public relations behaviors to create, maintain, and strengthen their identities, and find that public relations practitioners are better served attempting to do so using symmetrical communication, as opposed to conserving communication.
Abstract: One way for organizations to survive in the increasingly complex and competitive world may be to maintain or “conserve” a strong organizational identity, which often is expressed in organizational mission statements. Framed by literature in business communication, university development, and public relations behaviors (formerly public relations models), this article explores how organizations may use public relations behaviors to create, maintain, and strengthen their identities. Findings indicated that, in the effort to engender stakeholder identification with their organizations, public relations practitioners are better served attempting to do so using symmetrical communication, as opposed to conserving communication.
TL;DR: In this paper, the authors explored how senior and middle managers in ambiguous roles make sense of their work identity and organizational membership, based on extensive interviews with human resource and organizational development managers operating as internal consultants.
Abstract: Changes in organizational structure, roles and technologies have led to an increasing appreciation of the complexities of organizational membership. While a growing literature has focused on this issue with regard to precarious and marginal employees, this paper explores how senior and middle managers in ambiguous roles make sense of their work identity and organizational membership. Based on extensive interviews with human resource and organizational development managers operating as ‘internal consultants’, it is argued that managers in such ambiguous roles seek to develop a preferred identity which balances both organizationally distinctive and inclusive elements. While potentially conflicting, this ambivalent position can also be a source of strength and differentiation, involving claims to structural autonomy and specialist expertise, aligned to an intimate understanding of organizational politics and personalities. Through analysis of the interview data, the paper highlights the boundary dimensions around which managers in internal consulting roles develop such an ambivalent organizational identification, the ways in which distinctive and inclusive aspects of identity are rationalized, and the constraints upon the achievement of a preferred identity as an internal consultant.
Journal Article•
TL;DR: In this article, the influence of organizational identification on employees' intrapreneurial behavior was analyzed and a psychosocial model was proposed to explain organizational factors (management support, work discretion, rewards, time availability and task uncertainty).
Abstract: Title: Organizational identification and "intrapreneurial" behavior. Abstract: This study aims to analyse the influence of Organizational Identification on employees' "Intrapreneurial" Behavior (IB). For this purpose, we tested a psychosocial model which explains the influence of organizational factors (management support, work discretion, rewards, time availability and task uncertainty) on IB through the mediation of organizational identification. The sample consists of 618 employees from several governmental and private organizations. They filled out an anony- mous questionnaire. Structural Equation Modeling (SEM) was used to ana- lyze the data. The results confirm the validity of the model proposed and the role of organizational identification as a mediator variable of organizational factors' effects. Therefore, if a person identifies him or her self with the organization where he or she works, it is more likely that he or she takes risks and pursues innovative actions that will be to the advantage of the whole organization.
TL;DR: In this article, a study of a business team in a global consumer goods company, the authors demonstrate a sales benefit of organizational identification when correcting for systematic between-unit differences in sales and question the theoretical and practical meaning of proximity in accounting for salience variations in identification.
Abstract: One ultimate test of the material value of identification in an organizational context is whether it relates to productivity. In this rare study of a business team in a global consumer goods company, we demonstrate a sales benefit of organizational identification when correcting for systematic between-unit differences in sales. Findings also question the theoretical and practical meaning of 'proximity' in accounting for salience variations in identification - the best predictor of sales was the degree of identification with the superordinate business unit. Findings shed light on the scientific as well as managerial and business utility of the organizational identity concept.
TL;DR: The results suggest that nurses' jobs should be designed with higher levels of task autonomy and task identity to increase their job involvement and in turn their organizational identification.
Abstract: Aim This study aims to identify the antecedents of organizational identification such as job involvement and job dimensions in a health care setting.
Background Organizational identification is an important work attitude that affects nurses’ performance and job satisfaction. Hence, exploring antecedents of organizational identification in a health care setting is vital in understanding the role of organizational identification in nurse- and patient-related outcomes.
Method A research model, which incorporates job design, individual characteristics, job involvement and organizational identification, was developed and tested. The research was conducted via a survey in a hospital setting in Turkey (n = 148).
Results The results revealed that job involvement, which is the degree of importance of one’s job to one’s self-image, is related to organizational identification. Among job dimensions, task identity and autonomy explained a significant proportion of variance in job involvement.
Conclusion Although job dimensions are not directly related to organizational identification, they have effects on job involvement, which is also an important construct.
Implications for nursing management The results suggest that nurses’ jobs should be designed with higher levels of task autonomy and task identity to increase their job involvement and in turn their organizational identification.
TL;DR: In this paper, the authors explored employees' perception of organizational change and how those perceptions are shaped by trust and stress management strategies and suggested that stress management workshops be instituted within an organization undergoing change in order to provide strategies for stress relief and to improve employees' organizational identification and job involvement.
Abstract: This study explores employees' perception of organizational change and how those perceptions are shaped by trust and stress management strategies. Four hundred and five analyzable surveys were received from employees of four Taiwanese governmental departments undergoing change. These surveys were conducted within the Ministry of National Defense, the Coast Guard Administration, the National Police Agency, and the National Fire Agency. Results showed that organizational change had a significant negative influence on employees' trust and job involvement. However, stress management strategies and an understanding of organizational change can positively influence employees' organizational identification and job involvement. As a result, it is suggested that stress management workshops be instituted within an organization undergoing change in order to provide strategies for stress relief and to improve employees' organizational identification and job involvement.
Journal Article•
TL;DR: Bhattacharya and Sen as discussed by the authors claimed that strong consumer-brand relationships may be attributed to theories of social psychology, namely, social identity and self-categorization theory.
Abstract: This paper purports that strong consumer-brand relationships may be attributed to theories of social psychology, namely, social identity and self-categorization theory. The basic premise of these theories is that individuals group within society to achieve meaningful self-definition through intergroup homogenization and intragroup difference (Tajfel 1978, 1982). Social psychologists have historically applied these theories to an organizational context (Brown et al. 1986; Hogg and Abrams 1988) and concurrently, organizational behaviorists adopted theories of social psychology to explain desirable employee behavior such as employee citizenship and conscientiousness (Ashforth and Mael 1989; Bergami and Bagozzi 2000; Cheney 1983). Thus, organizational identification has received much academic attention in recent years (Dutton, Dukerich, and Harquail 1994; Pratt 1998; Riketta 2005; Van Dick 2001). Following this and entering the realm of marketing, Bhattacharya and Sen (2003) introduced the concept of consumer company identification and posit that individuals, regardless of formal membership ties, are able to identify with companies.
TL;DR: In this article, the authors examined the relationship between employees' perceptions of organizational identification, job satisfaction and organizational commitment, and investigated the influence of organizational commitment and organizational identification on job satisfaction.
Abstract: Purpose – The purpose of this paper is to examine the relationship between employees’ perceptions of organizational identification, job satisfaction and organizational commitment. The study also investigates the influence of organizational commitment and organizational identification on job satisfaction.Design/methodology/approach – The theoretical framework of the positive relationships between job satisfaction and identification, commitment and job satisfaction, and commitment and identification was explored. A total of 578 bank employees engaged in this study. This research used a survey design and was conducted in Ankara in Turkey. Participants completed organizational identification, job satisfaction and commitment scales. Step wise regression analysis was used to assess the strength of the research hypotheses.Findings – All of the measurement instruments had acceptable reliabilities. The correlations observed were generally consistent with the expectations of the researcher. The results of the study...
TL;DR: In this article, the authors developed an empirically grounded theoretical framework for organizational determinants of voluntary turnover of local staff in MNC subsidiaries, using semi-structured interviews with HR managers at the Singaporean subsidiaries of six western multinationals.
Abstract: Adopting an inductive case study approach, the paper develops an empirically grounded theoretical framework for organizational determinants of voluntary turnover of local staff in MNC subsidiaries. The research draws upon semi-structured interviews with HR managers at the Singaporean subsidiaries of six western multinationals. Using the conceptual lens of organizational identification, the study derives two turnover determinants related to organizational structure and three turnover determinants related to organizational practices and explores how these organization-level factors may translate into individual turnover decisions. Implications for organizational responses to turnover and subsidiary staff careers are discussed.
Journal Article•
TL;DR: In this paper, the group engagement model is used to explore the potential of Tyler and Blader's (2003) group engagement framework to introduce individual differences in identity as a moderator variable.
Abstract: Social identification is an individual's cognitive connection with a group or the perceived overlap between the individual's identity and a group's identity (Elsbach, 1999). According to social identity theory, people utilize their associations with organizations to define their self-concepts (Ashforth and Mael, 1989). Because individuals are motivated by self-enhancement needs, they tend to identify with organizations that confer positive qualities upon them (Dutton et al., 1994). Consequently, people are particularly likely to be aware of status-related issues in the organizations to which they belong (Tyler, 1999). Pratt (1998) states that if organizations are to be successful, they must actively engage in fostering organizational identification among their employees. "From a managerial viewpoint, 'member identification' presents a less obtrusive, and potentially more effective means of organizational control than methods that rely upon 'external stimuli'" (Alvesson and Willmott, 2002: 620). That is, organizational identification effectively acts to make employees choose courses of action that are consistent with affirming their identification (i.e., act in ways that benefit the organization) (Alvesson and Willmott, 2002). Accordingly, research indicates that organizational identification is likely to foster constructive behaviors, including increased suggestions for constructive change (Fuller et al., 2006b), cooperative behavior (Olkkonen and Lipponen, 2006), and reduced turnover (Mael and Ashforth, 1995). However, changing organizational forms, increased levels of diversity, and the emergence of more nonwork identity options have all served to make identity and the identification process increasingly complex (Albert et al., 2000). For this reason, social identity theorists have suggested that new multi-faceted perspectives of social identity theory are needed. One emerging stream of research utilizing such an extended social identity theory framework (i.e., Tyler, 1999; Tyler and Blader, 2002; Tyler and Blader, 2003; Tyler et al., 1996) has focused on the extent to which different status evaluations people make about their groups shape their self-perceptions and identification with social groups such as organizations. Although it focuses upon organizations as well as groups, Tyler and Blader (2003) call their framework "the group engagement model." According to the group engagement model (Tyler and Blader, 2003), individuals make two basic status evaluations with regard to the places in which they work--an organizational status evaluation and an evaluation of their own status within the organization. Thus, the group engagement model extends the traditional social identity theory perspective on the organizational identification process by not only including intergroup dynamics, but also intragroup dynamics. Prior research (e.g., Fuller et al., 2006b; Tyler and Blader, 2002) has shown that both of these status evaluations make unique and significant contributions to organizational identification. Research also indicates that each status evaluation has different antecedents (Fuller et al., 2006b). These findings are suggestive of the potential for the group engagement model to add general insight into how the "looking glass" self (Cooley, 1956; Mead, 1934) is created and to also add specific insight into the organizational identification process. One way to explore the potential of Tyler and Blader's (2003) group engagement model would be to introduce individual differences in identity as a moderator variable. Given that diverse people within groups and organizations hold a variety of different social and role identities (Nkomo and Cox, 1996), it seems likely that different individuals' attachment to their group or organization may be more strongly influenced by one type of status judgment than the other. That is, organizational identification is likely to be a function of status judgments and aspects of a person's identity (Tyler, 1999). …
01 Aug 2009
TL;DR: In this article, the authors present an analysis of the relationship between corporate social responsibility initiatives and employee attitudes and perceptions, focusing on employees as stakeholders who may have had a negative impact.
Abstract: The article presents an analysis of the relationship between corporate social responsibility initiatives and employee attitudes and perceptions. It focuses on employees as stakeholders who may have...
TL;DR: In this paper, the authors examined how the overlap between informal and formal networks in the workplace is related to the degree of attachment for individuals in work organizations and found that tight coupling between friendship networks and formal authority networks is strongly and positively related to both organizational identification and internalization.
Abstract: This study examines how the overlap between informal and formal networks in the workplace is related to the degree of attachment for individuals in work organizations. Two types of informal networks, identified by their content and structure, are commonly found in work organizations: Friendship networks and trust networks. Both the content of networks and the coupling (or overlap) of individual member networks with formal authority networks are important for two kinds of attachment, organizational identification and organizational internalization. Data from a survey of employees in five, small, start-up organizations were collected during 1997 and early 1998. Tight coupling between friendship networks and formal authority networks is found to have a strong positive relationship to organizational identification. Tight coupling between trust and formal authority networks is also found to be strongly and positively related to both organizational identification and internalization. Additionally, tight couplin...
01 Aug 2009
TL;DR: In this article, the authors discuss organizational theory in the context of chief executive officers' identification with the firm and the effect of organizational commitment on agency costs, and the hypothesis is t...
Abstract: The article discusses organizational theory in the context of chief executive officers' identification with the firm and the effect of organizational commitment on agency costs. The hypothesis is t...
Journal Article•
TL;DR: Wieseke et al. as discussed by the authors used stepwise regression analysis to identify cultural values and beliefs of 137 business-to-business sales force employees of a multinational company operating in the United States, Canada, United Kingdom, Australia, and New Zealand.
Abstract: Executive Summary The cultural values and beliefs of 137 business-to-business sales force employees of a multinational company operating in the United States, Canada, United Kingdom, Australia, and New Zealand were measured at the individual level to examine their impact on organizational identification. Collectivism, masculinity, uncertainty avoidance, and long-term orientation were found to be significantly correlated with organizational identification. However, power distance was not related. Using stepwise regression analysis, the 3 cultural values that predicted organizational identification (in descending order) were: (a) long-term orientation, (b) collectivism, and (c) uncertainty avoidance. The variance explained by these 3 predictors was 30.4%. This suggests one of the main advantages managers may capitalize upon when attempting to enhance organizational identification is to consider the hiring and retention of candidates who possess these values. This research also adds to the burgeoning body of work confirming the importance of assessing cultural values at the individual level utilizing an international sample. Introduction It is well-established that context and environment impact the maturation process and value development of individuals embedded in strong and unified national cultures. The widely deployed and heavily researched framework first proposed by Hofstede (1980; Hofstede & Bond, 1988) identifies the five primary dimensions characterizing a culture as: (a) individualism/collectivism, (b) power distance, (c) masculinity/femininity, (d) uncertainty avoidance, and (e) time orientation. Yet, the reduction of social, economic and structural barriers mitigating inter-nation travel and transplantation, and the resultant globalization suggest that within-nation homogeneity of values may be eroding. At a very minimum, it infers that researchers may begin to study and examine the impact of cultural value orientation at the individual-level, expanding investigations in this domain from between nations to within them. Given the challenges of maintaining organizational identification in our pluralistic and dynamic society, yet simultaneously recognizing the positive consequences associated with this construct (e.g., Mael & Ashforth, 1995), it is becoming increasingly important to understand how organizational identification evolves. This study expands and contributes to the organizational identification literature by examining the impact of cultural values as antecedents on organizational identification in a multinational sales force. Organizational Identification Organizational identification and affective organizational commitment have historically been intertwined in the literature. This primary differentiation is that affective organizational commitment is a broader concept that often encompasses the concept of identification. Affective organizational commitment is traditionally defined as an employee's identification with his/her employing firm, yet the construct also embodies an emotional attachment to and active involvement in the company (Meyer & Allen, 1984). There are many well-documented functional outcomes associated with high affective organizational commitment, including lower turnover intentions (Wasti, 2003), reduced absenteeism (Gellatly, 1995), improved performance (Preston & Brown, 2004), and increased organizational citizenship behaviors (Moorman, Niehoff, & Organ, 1993). Similarly, there have been numerous positive behavioral outcomes reported with elevated organizational identification, notably, those who are highly identified tend to exhibit more extrarole behaviors such as helping other members and offering innovative suggestions (Wieseke, Ullrich, Christ, & Dick, 2007). These organizational citizenship behaviors in turn lead to increased customer orientation, positive customer perceptions and better financial performance (van Dick, Grajean, Christ, & Wieseke, 2006). …
TL;DR: In this article, an empirical analysis of a large-scale merger between two service sector companies showed that identification with the postmerger organization positively relates to both behavioral intentions and key attitudinal variables.
Abstract: Postmerger integration processes have been studied from the perspectives of organizational identity and organizational culture, but these two perspectives have rarely been integrated. We argue that organizational identification and organizational culture differences give rise to two different sets of individual responses that are both important, but for different types of outcomes. An empirical analysis of a large-scale merger between two service sector companies shows that identification with the postmerger organization positively relates to both behavioral intentions and key attitudinal variables. In contrast, our results show that perceived organizational culture differences are negatively related to attitudinal variables. The effect of perceptions of cultural differences on behavioral intentions is mediated by organizational identification.
TL;DR: In this article, the authors examined the relationship between intercollegiate forensics competitors' organizational identification and organizational culture and found that male competitors identify with forensics programs more than female competitors do.
Abstract: This study examines the relationship between intercollegiate forensics competitors’ organizational identification and organizational culture. Through a survey analysis of 314 intercollegiate forensics students, this study reports three major findings. First, this study found male competitors identify with forensics programs more than female competitors do. Second, this study found African-American competitors identify with their programs more than other ethnicities do. Third, the correlation between organizational identification and organizational cultural understanding is multidimensional with positive and negative correlations between organizational identification and different factors of organizational culture. The nature of forensics and team social support are discussed as reasons for student identification.
TL;DR: In this paper, a meta-analysis was conducted to determine the factors that influence employees' organizational identification after M&A from the acquirer and acquired employees' perspective, which showed that pre-merger organization identification, trust in the merger, and procedural justice all have a positive influence on postmerger organizational identification.
Abstract: The purpose of this study is to examine the factors that influence employees’ organizational identification after M & A from the acquirer and acquired employees’ perspective. A meta-analysis was conducted to determine the factors that influence employees’ organizational identification. A total of 261 questionnaires were collected through convenience sampling from four acquirer and acquired bank employees in Taiwan (135 acquirer respondents, and 126 acquired respondents). Results from the multi-regression show that pre-merger organization identification, trust in the merger, and procedural justice all have a positive influence on post-merger organizational identification. Trust in the merger had the most significant influence for both acquiring and acquired employees. Only the expected utility in merger failed to have a significant influence on post-merger identification for both groups.
Key words: M & A (mergers and acquisitions), pre-merger organizational identification, trust in merger, procedure justice, expected utility in merger, post-merger organizational identification