Showing papers on "Organizational identification published in 2014"

The Impact of Corporate Social Responsibility on Organizational Commitment: Exploring Multiple Mediation Mechanisms

Abstract: Unlike previous studies that examine the direct effect of employees’ perceived corporate social responsibility (CSR) on affective organizational commitment (AOC), this article examines a mediated link through organizational trust and organizational identification. Social exchange and social identity theory provide the foundation for predictions that the primary outcomes of CSR initiatives are organizational trust and organizational identification, which in turn affect AOC. The test of the research model relies on data collected from 378 employees of local and multinational companies in South Asia, as well as structural equation modeling to test the postulated relationships. Both organizational trust and organizational identification fully mediate the CSR–AOC link. However, the identification mechanism is significantly stronger than the trust mechanism in terms of building AOC from CSR. Out of four CSR components, CSR toward employees is the strongest predictor of employees’ trust, identification, and AOC, followed by CSR toward community, whereas CSR toward the environment has no effect. Finally, CSR toward community and employees are more associated with social exchange, whereas CSR toward consumers relates more to the social identity process.

Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees.

Abstract: This study examines frontline employee responses to corporate social responsibility (CSR) using a multisourced data set at a Global 500 financial services company. The authors find that frontline employees identify with the organization (i.e., organizational identification) and with customers (i.e., employee–customer identification) as a function of how much the employees perceive management and customers (respectively) to support the company's CSR activities. However, these respective effects are stronger among employees for whom CSR is already tied to their sense of self (i.e., CSR importance to the employee). In addition, both organizational identification and employee–customer identification are related to supervisor-rated job performance; however, only the effect of employee–customer identification is mediated by customer orientation, suggesting that these two targets of identification manifest through distinct mechanisms. The research empirically addresses the open questions of whether and when CSR ...

Social Identity at Work : Developing Theory for Organizational Practice

Abstract: Section 1: Introduction. N. Ellemers, S.A. Haslam, M. Platow, D. van Knippenberg, Social Identity at Work: Developments, Debates, Directions. Section 2: Motivation and Performance. D. van Knippenberg, N. Ellemers, Social Identity and Group Performance: Identification as the Key to Collective Effort. J. Wegge, S.A. Haslam, Social Identity, Self-categorization and Group Goal Setting: Engaging the Collective Self to Enhance Organizational Outcomes. D. van Knippenberg, S.A. Haslam, Harnessing the Diversity Dividend: Exploring the Subtle Interplay between Identity, Ideology and Reality. Section 3: Communication and Decision-making. T. Postmes, A Social Identity Approach to Communication in Organizations. M. Lea, R. Spears, P. Rogers, Social Processes in Electronic Team Work: The Central Issue of Identity. M. Turner, A. Pratkanis, T. Samuels, Identity Metamorphosis and Groupthink Prevention: Examining Intel's Departure from the DRAM Industry. Section 4: Leadership and Authority. M. Hogg, R. Martin, Social Identity Analysis of Leader-member Relations: Reconciling Self-categorization and Leader-member Exchange Theories of Leadership. H. Smith, Y. Huo, T. Tyler, Interpersonal Treatment, Social Identity and Organizational Behavior. K. Reynolds, M. Platow, Why Power in Organizations Really Should be Shared: Understanding Power through the Perils of Powerlessness. Section 5: Change and Change Management. N. Ellemers, Identity, Culture, and Change in Organizations: A Social Identity Analysis and Three Illustrative Cases. E. van Leeuwen, D. van Knippenberg, Organizational Identification Following a Merger: The Importance of Agreeing to Differ. D. Terry, A Social Identity Perspective on Organizational Mergers: The Role of Group Status, Permeability, and Similarity. R.A. Eggins, K.J. Reynolds, S.A. Haslam, Working with Identities: The ASPIRe Model of Organisational Planning, Negotiation and Development. Section 6: Perceiving and Responding to Inequity. M.J. Platow, M. Wenzel, M. Nolan, Setting Fairness within a Community: The Importance of Intragroup and Intergroup Dynamics on Creating and Responding to Fairness. M.T. Schmitt, N. Ellemers, N.R. Branscombe, Perceiving and Responding to Gender Discrimination at Work. S.A. Haslam, N. Branscombe, S. Bachmann, Why Consumers Rebel: Social Identity and the Aetiology of Adverse Reactions to Service Failure. References. Subject Index. Author Index.

The influence of transformational leadership and organizational identification on intrapreneurship

Abstract: Managers play a vital role in encouraging and supporting the initiatives of individual employees to explore new opportunities, to develop new products or to improve work procedures for the benefit of the organization. This study examines the influence of manager leadership styles on employee intrapreneurial behavior and the mediating role of organizational identification. Partial Least Squares modeling was used to analyze the data from 186 employees belonging to several Spanish public and private organizations. The results show that transformational leadership has a positive impact on employee intrapreneurial behavior, whereas transactional leadership negatively influences it. Furthermore, these effects are found to be partially mediated by organizational identification.

The Relational Ecology of Identification: How Organizational Identification Emerges When Individuals Hold Divergent Values

Abstract: This research builds on theory about how identification develops when members differ in which organizational values they hold to be important. It is relatively well established that conflict and dis-identification arise under such conditions. In the socially responsible retail company I studied, in contrast, I found identification as well as dis-identification. Both outcomes emerged from members’ interactions with others whose values and behaviors differed from their own. Identification arose when managers interpreted and enacted organizational values for frontline employees by developing integrative solutions, removing ideology, and routinizing ideology. Dis-identification developed in the absence of these practices. The resulting process model suggests a relational ecology of identification, in which identification emerges from the combination of bottom-up interactive processes among organizational members and top-down interpretations and enactments by managers. This model advances understanding of the relational dynamics of identification, offers new insight into how organizations can benefit from multiple identities, and illuminates the double-edged sword of ideology in organizations

Transformational Leadership and Follower’s Unethical Behavior for the Benefit of the Company: A Two-Study Investigation

Abstract: Although the ethical dimension of transformational leadership has frequently been discussed over the last years, there is little empirical research on employees’ ethical behavior as an outcome of transformational leadership. This two-study investigation examined the relationship between transformational leadership and unethical yet pro-organizational follower behavior (UPB). Moreover, mediating and moderating processes were addressed. Our research yielded a positive relationship between transformational leadership and employees’ willingness to engage in UPB. Furthermore, both studies showed employees’ organizational identification to function as a mediating mechanism and employees’ personal disposition toward ethical/unethical behavior to moderate the relationship between organizational identification and willingness to engage in UPB. Altogether, results indicate transformational leadership to entail a certain risk of encouraging followers to contribute to their company’s success in ways that are generally considered to be unethical. Implications regarding the ethical dimension of transformational leadership are discussed.

Leader–member exchange, organizational identification, and job satisfaction: A social identity perspective

Abstract: This study examines the influence of leader�member exchange (LMX) on employee organizational identification and job satisfaction. Drawing upon the current literature of social identity theory, we propose a moderated mediation model with organizational identification as the mediator of the relationship between LMX and job satisfaction, and with job security as the moderator on such positive indirect link between LMX, organizational identification, and job satisfaction. We tested our hypotheses using a two-phase survey data collected from 306 employees of two companies in southern China. Implications of our findings for research and practice are discussed.

Procedural Justice and Employee Engagement: Roles of Organizational Identification and Moral Identity Centrality

Abstract: Workplace procedural justice is an important motivator for employee work attitude and performance This research examines how procedural justice affects employee engagement We developed three propositions First, based on the group engagement model, we hypothesized that procedural justice enhances employee engagement through employee organizational identification Second, employees with stronger moral identity centrality are more likely to be engaged in their jobs Third, procedural justice compensates for the effect of moral identity centrality on employee engagement Specifically, when procedural justice is higher, employee moral identity centrality plays a less significant role in employee engagement; whilst when procedural justice is lower, the effect of moral identity centrality on employee engagement is stronger Research findings based on an employee survey in a leading financial service organization provide support for the above propositions

Internal Branding Social Identity and Social Exchange Perspectives on Turning Employees into Brand Champions

Abstract: Prior research acknowledges employees' crucial role in building strong service brands, yet empirical research on how to turn employees into brand champions remains scarce and has been largely approached from an internal branding perspective. Drawing on social identity and social exchange theories, this study takes a broader organizational perspective to link internal branding outcomes (employee-brand fit, brand knowledge, and belief in the brand) and employees' perceptions of organizational support to a range of employee brand-building behaviors, with organizational identification as the key mediating mechanism. Both cross-sectional and longitudinal analyses of employee data from a major retail bank reveal organizational identification as a strong motivational force for employees to become brand champions, largely mediating the effects of internal branding outcomes. When organizational identification is low, perceived organizational support (as a quality indicator of employees' exchange-based relationship with the organization) constitutes an alternative, external motivator of on-the-job brand building behaviors; when organizational identification is high, perceived organizational support boosts employees' voluntary participation in brand development and positive word-ofmouth. These findings highlight the managerial relevance of the employee-organization relationship for turning employees into brand champions and show how organizational identification can be stimulated by means of internal branding. (authors' abstract)

Corporate social responsibility: perspectives of hotel frontline employees

Abstract: Purpose – The aim of this paper is to examine hotel frontline employees' perceptions of corporate social responsibility (CSR) activities at the hotel they currently work, and how their perceptions influence their level of organizational identification, an indicator of their relationship quality with the hotel. Design/methodology/approach – This study uses 575 responses of hotel frontline employees in the US, collected through a national online survey. Findings – Results show that hotel employees' perceptions of CSR activities encompass the host community, colleagues, and customers, beyond green practices. Moreover, their perceptions of CSR activities positively and significantly influence the level of organizational identification. Research limitations/implications – The results of this exploratory study should not be generalized to all frontline employees in the US hotel industry. Future studies should extend this study to examine potential relationships among other variables relevant to organizational i...

The Focused Organization of Advice Relations: A Study in Boundary Crossing

Abstract: Organizations contain multiple social foci-settings for interaction providing members with occasions for structuring their social relations. In this paper we examine how identification with particular social foci within organizations influences the propensity of advice-seeking ties to crosscut the boundaries of organizational subunits. We propose and test a theory of relationship formation based on the strength of organizational members' identification with social foci. We expect that advice relations of organizational members identifying more strongly with local foci organizational subunits will be more likely to be contained within their boundaries. By contrast, we expect that advice relations of organizational members identifying more strongly with a global focus the organization as a whole will be more likely to crosscut the boundaries defined around local foci. We test these hypotheses on data we collected on advice-seeking relations among members of the top management team in an industrial multiunit group that comprises five distinct subsidiary companies. Results show that identification with social foci affects the formation of crosscutting network ties over and above the effect of the formal organizational boundaries that encircle the foci. More specifically, we find that organizational members who identify strongly with local foci subsidiaries, in our case tend to seek advice within such local foci, whereas organizational members who identify strongly with a global focus corporate, in our case tend to be sources of advice across the boundaries of the local foci in which they participate. Cross-boundary advice ties are less likely to occur among managers who identify strongly with their subsidiaries but weakly with the corporate group. As a consequence, identification with local foci constrains knowledge transfer relations within the boundaries of such foci. On the contrary, cross-boundary advice ties are more likely to occur among managers who identify strongly with the corporate group but weakly with their subsidiary. As a consequence, identification with a global focus activates knowledge transfer across the boundaries of local foci.

Servant leadership and engagement in a merge process under high uncertainty

Abstract: Purpose – The purpose of this paper is to aim mainly at further understanding how servant leadership can affect engagement during a merger with high levels of uncertainty through the mediating role of organizational identification and psychological empowerment. In addition, the research aimed at validating the servant leadership survey (SLS) in a new culture and language. Design/methodology/approach – In total, 1,107 respondents from two merging Portuguese companies answered a survey. Structural equation modeling was used to further test the mediation model proposed. Findings – SLS proved to be valid and reliable in the Portuguese context and language. Servant leadership strongly affected work engagement in conditions of high uncertainty. Organizational identification and psychological empowerment acted as mediating variables. Research limitations/implications – Future research could include longitudinal studies, the effect of specific servant leadership dimensions and the distinction between servant lead...

CEO grandiose narcissism and firm performance: The role of organizational identification ☆

Abstract: This study reconciles the positive and negative sides of CEO grandiose narcissism by examining the role that CEO organizational identification plays in moderating the effect of CEO grandiose narcissism on top management team (TMT) behavioral integration. We first distinguish between grandiose and vulnerable narcissism and we then draw on upper echelons theory and executive personality research to hypothesize and test a model in which CEO grandiose narcissism is positively related to TMT behavioral integration when CEOs are high in organizational identification. The relationship is expected to be negative when CEOs do not identify strongly with their organizations. TMT behavioral integration, in turn, predicts subsequent firm performance. Findings based on multi-source data from a sample of 97 CEOs and their firms supported the hypotheses. These results highlight the complex nature of CEO grandiose narcissism – namely, that the construct has both positive and negative aspects as it relates to top management team dynamics and firm performance and that the relationship is affected by CEOs' identification with their organizations.

Compulsory citizenship behavior and organizational citizenship behavior: the role of organizational identification and perceived interactional justice

Abstract: This article examines the psychological mechanism underlying the relationship between compulsory citizenship behavior (CCB) and organizational citizenship behavior (OCB) by developing a moderated mediation model. The model focuses on the mediating role of organizational identification and the moderating role of interactional justice in influencing the mediation. Using a time-lagged research design, the authors collected two waves of data from 388 supervisor-subordinate dyads in 67 teams to test the moderated mediation model. Results revealed that CCB negatively influenced OCB via impairing organizational identification. Moreover, interactional justice moderated the strength of the indirect effect of CCB on OCB (through organizational identification), such that the mediated relationship was stronger under low interactional justice than under high interactional justice.

Ethical leadership, organizational identification and employee voice: examining moderated mediation process in the Chinese insurance industry

Abstract: This study examines the link between ethical leadership and employee voice behaviour by focusing on the mediating role of organizational identification and the moderating role of organizational trust. The results of distinctive data from 293 supervisors–follower pairs in an insurance group from the People's Republic of China reveal that ethical leadership positively relates to employee voice behaviour, and that organization identification fully mediates the positive influence of ethical leadership on employee voice behaviour. We also found that organization trust moderates the relationship between the organization identification and employee voice. Furthermore, the mediating effect between ethical leadership and employee voice is moderated by organizational trust, that is to say moderated mediation. We discuss implications of these findings for research and practice.

Person-Organization Fit and Turnover Intention: The Mediating Role of Employee Engagement

Abstract: Introduction Employees constitute the most powerful resource for an organization to sustain long-term competitive advantage (Huselid, Jackson, & Schuler, 1997). Organizations that attract, develop, and retain top talent will thrive while those that do not will struggle to remain competitive (Holtom, Mitchell, Lee, & Inderrieden, 2005, p. 337). However, the issue of employee turnover, which is described as the unplanned loss of workers who voluntarily leave despite their employers' preference to keep them (Finnegan, Frank, & Taylor, 2004), exists in most organizations throughout the world (Memon, Salleh, Harun, Rashid, & Zurina Abu Bakar, 2014; Tariq, Ramzan, & Raiz, 2013). The U.S. Bureau of Statistics reported that an average of 25 million employees were involved in voluntary turnover, an increase of 6.1% from 2010 to 2011 (Hathaway, 2013). In Southeast Asia, Hewitt (2011) reported that the average employee turnover in the Philippines was 14.8%, followed by Malaysia (14.4%), Singapore (14.1%), Thailand (10.5%), and Indonesia (9.8%). These findings highlight that high voluntary turnover is an issue not only in the developed world, but also in developing countries including the Asian region. Hence, it is not surprising that this topic has attracted the interest of both academics and practitioners (Memon et al., 2014; Salleh, Nair, & Harun, 2012). Both academic researchers and practitioners agree that turnover is very costly since it requires an organization to invest a significant amount of its resources to recruit, interview and train new employees (Griffeth & Hom, 2001; Mobley, 1982). According to Fitz-enz (1997), an organization loses approximately $1 million (direct and indirect costs) to replace ten professional employees. Other consequences of high voluntary turnover include lower morale of the remaining employees (Rainey, 2003), loss of organizational memory (Huber, 1991), and low productivity (Johnson, 1995). For these reasons, it is essential that organizations understand the factors that influence turnover, which, consequently, can help to reduce such occurrences. Among other factors, the person-organization (P-O) fit has been seen as a predictor of employee turnover (Arthur, Bell, Villado, & Doverspike, 2006). Scholars in the field of human resource management and organizational behaviour have shown great interest in the P-O fit due to its negative relationship with turnover intention (Cable & DeRue, 2002; Hoffman & Woehr, 2006; Schneider, 1987; Verquer, Beehr, & Wagner, 2003) and several other individual and organizational level outcomes, such as organizational commitment, job satisfaction (Biswas & Bhatnagar, 2013; Kim, Aryee, Loi, & Kim, 2013; Resick, Baltes, & Shantz, 2007) organizational citizenship behaviour, organizational identification (Cable & DeRue, 2002) and job performance (Kim et al., 2013). Although studies have found negative relationships between the P-O fit and turnover intention, such links were not sufficiently substantiated (Kristof-Brown et al., 2005, Johnson, 2005; Verquer et al., 2003). One possible explanation for this weak meta-analytic relationship may be because past studies investigated the direct link between the P-O fit and turnover, thus confirming the need for an intermediary construct through which the process occurs. Furthermore, empirical evidence has indicated that a higher level of employee engagement (EE) reduces employee turnover (Maslach, Schaufeli, & Leiter, 2001; Saks, 2006; Schaufeli & Bakker, 2004). EE has been an area of interest among practitioners (Saks, 2006), particularly in understanding its influencing factors. Notably, although EE has been relatively less discussed in the academic field (Saks, 2006), numerous studies have explored EE as a mediator between a number of antecedents and outcome variables (e.g., Alfes, Shantz, Truss, & Soane, 2013; Andrew & Sofian, 2012; Saks, 2006; Schaufeli & Bakker, 2004). …

Community embeddedness and work outcomes: The mediating role of organizational embeddedness

Abstract: The article examines the relationship between community embeddedness and work outcomes (e.g. job motivation, networking behavior, and organizational identification) and the mediating role that organizational embeddedness plays in those relationships. We draw upon conservation of resources theory to explain this mediating effect. Data were collected from 338 employees from multiple organizations at three points in time over a ten-month period; this design allowed us to use latent growth modeling to examine the relationships among changes in the independent, mediating, and outcome variables over time. Results from latent growth modeling analyses generally supported the proposed model. Although community embeddedness has been somewhat marginalized in recent empirical research on organizational embeddedness, this article highlights that it is indeed relevant in predicting job attitudes and job behaviors.

Getting Followers to Transcend Their Self-Interest for the Benefit of Their Company: Testing a Core Assumption of Transformational Leadership Theory

Abstract: We aimed at testing transformational leadership’s (TFL’s) capacity to enhance followers’ willingness to engage in selfless pro-organizational behavior (SPB), that is, behavior for the benefit of the company that is inapt to be instrumentally used for self-serving purposes and carried out despite salient personal costs. Furthermore, we aimed at demonstrating organizational identification to mediate this relation. In this study with three time points of data collection, 321 employees completed questionnaires measuring TFL, organizational identification, and—to control for dispositional effects—honesty/humility. SPB was captured applying a distribution task where participants had to make trade-off decisions between pro-self and pro-company distribution alternatives. In addition, participants’ general willingness to engage in SPB was measured using a self-report questionnaire. We found TFL to predict followers’ (willingness to engage in) selfless pro-organizational behavior and organizational identification to fully mediate this relation. Among other things, our findings challenge the negative assumptions regarding human motivation and behavior (e.g., people invariably driven by self-interest) inherent in some influential management-related theories (e.g., agency theory). Getting followers to transcend their self-interest for company benefits is a core element of TFL theory. However, this core idea is difficult to test by means of questionnaires that measure citizenship behavior in field study research because three motives remain intertwined: pro-social values or orientation, organizational concern, and impression management motive. By disentangling company interest from employees’ self-interest and controlling for honesty/humility as an indicator for pro-social orientation, our study represents a more rigorous attempt to empirically confirm this assumption.

How interpersonal leadership relates to employee engagement

Abstract: Purpose – The purpose of this paper is to examine organizational identification as an underlying mechanism for how perceptions of interpersonal leadership are related to employee engagement, and its relationship with commitment and job tension Design/methodology/approach – A sample of 451 full-time employees at an international firm completed a web-based survey Findings – Organizational identification mediated the relationship between perceived interpersonal leadership and engagement, which mediated the relationship between perceived interpersonal leadership and commitment Engagement mediated the relationship between identification and job tension Research limitations/implications – Limitations include cross-sectional data Strengths include a large field sample Implication is that leaders who encourage employees’ identification with the organization may also encourage their engagement Practical implications – Interpersonal leadership characteristics can be developed, and are positively related to e

Staying or leaving

Abstract: Purpose – The purpose of this paper is to combine social identity and social exchange theories into a model explaining turnover intentions. Design/methodology/approach – Questionnaires measuring the constructs of organizational identification, perceived organizational support, emotional exhaustion, and turnover intentions were completed by 195 employees. Findings – Results supported our hypotheses: social identification increased the perception of organizational support which in turn reduced emotional exhaustion which was finally related to turnover intentions. Furthermore, social identification moderated the relation between organizational support and turnover intentions. Research limitations/implications – The study design was cross-sectional and data were collected using self-report with no assessment of objective data. Practical implications – To reduce turnover, managers should focus on both support and employees’ identification with teams and organizations. Originality/value – This study combines tw...

Antecedents of individuals' interteam coordination: Broad functional experiences as a mixed blessing

Abstract: This manuscript investigates the role of individual team members' breadth of functional experience for their interteam coordination behavior. Integrating personal construct and social identity theories, we examine interpersonal cognitive complexity as a mediating variable and organizational identification as a moderator. We test our hypotheses across two independent field studies, comprising an international peace support training mission (Study 1) and a municipality administration (Study 2). Corroborating our predictions, interpersonal cognitive complexity appeared as a conditional mediating variable that can translate an individual's breadth of functional experience into interteam coordination. The strength and direction of this indirect relationship, however, depended on the individual's identification with the organization as a whole. Moreover, on the team level of analysis, we found members' overall interteam coordination to positively relate with team performance in Study 2. All in all, this paper advances new knowledge on the antecedents, mechanisms, contingency factors, and team-level consequences of members' boundary spanning.

Clarifying the relational ties of organizational belonging: Understanding the roles of perceived insider status, psychological ownership, and organizational identification.

Abstract: In order to clarify the roles of relational ties within the perceived organizational membership theoretical framework, we test the discriminant validity and concurrent predictive validity of perceived insider status, psychological ownership, and organizational identification. Hypotheses were tested using confirmatory factor analysis and hierarchical multiple regression for a sample of 347 workers across two industry segments. Results indicate that the constructs of interest each explain unique variance. Perceived insider status and psychological ownership were significant predictors of job satisfaction and turnover intentions, whereas organizational identification was only found to predict job satisfaction. Post hoc analyses indicate that relationship between organizational identification and turnover intentions is fully mediated by perceived insiders status and psychological ownership.

Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment

Abstract: Organizational identification (OID) can be developed out of social exchange practices within an organizational setting. Drawing on social exchange theory, we propose that the effect of perceived organizational support (POS) on OID is stronger for employees with stronger exchange ideology. We further argue that employee investment in an organization may also create a social exchange process that positively influences OID. We expect that employee investment moderates not only the effect of POS on OID, but also the enhancing effect of exchange ideology on the effect of POS on OID. Specifically, POS has a stronger positive effect on OID when exchange ideology is high and employee investment is low. When employee investment is high, POS has a weaker effect on OID regardless of employees' exchange ideology. These effects were empirically supported by a survey. Theoretical and practical implications are also discussed.

The identity-based explanation of affective commitment

Abstract: Purpose – Drawing on social identity and self-categorization theories and building on Meyer and Herscovitch's (2001) work on affective commitment, this study aimed to examine the relationship between organizational identification and affective commitment, and the relationships between these two variables and employees' attitude and behavior. Design/methodology/approach – Data were collected on-site from 158 automobile dealership employees in central China. Regression analysis and hierarchical linear modeling were used to analyze the survey data. Findings – Organizational identification was positively related to affective commitment. Affective commitment was negatively related to turnover intention and positively related to job performance. Affective commitment mediated the relationship between organizational identification and turnover intention, but did not mediate the relationship between organizational identification and job performance. Research limitations/implications – This study contributes to the...

Contemporary Perspectives on Organizational Social Networks

Abstract: Social Network Research: Confusions, Criticisms, and Controversies. How Organizational Theory can Help Network Theorizing: Linking Structure and Dynamics via Cross-Level Analogies. Making Pipes, Using Pipes: How Tie Initiation, Reciprocity, Positive Emotions, and Reputation Create New Organizational Social Capital. Bringing Agency Back into Network Research: Constrained Agency and Network Action. Toward a Strategic Multiplexity Perspective on Interfirm Networks. In Either Market or Hierarchy, But not in Both Simultaneously: Where Strong-Tie Networks are Found in the Economy. Brokerage as a Process: Decoupling Third Party Action from Social Network Structure. Embedded Brokerage: Hubs Versus Locals. The Power of the Weak. Cohesion, Power, and Fragmentation: Some Theoretical Observations Based on a Historical Case. Affect in Organizational Networks. Negative Ties in Organizational Networks. The Duality of Organizations and their Attributes: Turning Regression Modeling "Inside Out". A Preliminary Look at Accuracy in Egonets. Do you know My Friend? Attending to the Accuracy of Egocentered Network Data. Imaginary Worlds: Using Visual Network Scales to Capture Perceptions of Social Networks. The Two-Pipe Problem: Analysing and Theorizing about 2-Mode Networks. Perceived Organizational Identification and Prototypicality as Origins of Knowledge Exchange Networks. Appropriateness and Structure in Organizations: Secondary Socialization Through Dynamics of Advice Networks and Weak Culture. The Network Dynamics of Social Status: Problems and Possibilities. Corporate Social Capital in Chinese Guanxi Culture. The Causal Status of Social Capital in Labor Markets. Online Communities: Challenges and Opportunities for Social Network Research. Networking Scholars in a Networked Organization. List of Contributors. Advisory Board. Contemporary Perspectives on Organizational Social Networks. Research in the sociology of organizations. Contemporary Perspectives on Organizational Social Networks. Copyright page.

Volunteer leadership: The role of pride and respect in organizational identification and leadership satisfaction

Abstract: We introduce and test with structural equation modeling an identity-based model of volunteer leadership (Study 1: N = 109 volunteers; Study 2: N = 183 volunteers). Volunteers take pride in the organization, due to leader communication about the effectiveness of the volunteer work and leader prototypicality. Volunteers feel respected by their leaders due to supportive leadership and leader encouragements for expressing ideas within the non-profit organization. These aspects of volunteer leadership relate to identification with the non-profit organization and the satisfaction with the leadership among volunteers, via respectively pride in the non-profit organization and respect from the leadership of the non-profit organization. Implications for leadership and avenues for further research are discussed.

Person–Organization Fit on Prosocial Identity: Implications on Employee Outcomes

Abstract: This study examined the relationship between person–organization (PO) fit on prosocial identity (prosocial PO fit) and various employee outcomes. The results of polynomial regression analysis based on a sample of 589 hospital employees, which included medical doctors, nurses, and staff, indicate joint effects of personal and organizational prosocial identity on the development of a sense of organizational identification and on the engagement in prosocial behaviors toward colleagues, organizations, and patients. Specifically, prosocial PO fit had a curvilinear relationship with organizational identification, such that organizational identification increased as organizational prosocial characteristics increased toward personal prosocial identity and then decreased when the organizational prosocial characteristics exceeded the personal prosocial identity. In addition, organizational identification and prosocial behaviors increased as both personal and organizational prosocial identity increased from low to high.