Showing papers on "Organizational identification published in 2019"
TL;DR: In this article, the authors investigate the underlying mechanisms and boundary conditions that explain the relationship between transformational leadership and frontline employee performance and explore the mediating role of organizational identification and work engagement.
320 citations
TL;DR: Li et al. as discussed by the authors found that employees' corporate social responsibility perceptions indirectly affect their engagement in voluntary pro-environmental behavior through organizational identification, and these effects are stronger for employees high in empathy.
Abstract: Scholarly interest in employees’ voluntary pro-environmental behavior has begun to emerge. While this research is beginning to shed light on the predictors of workplace pro-environmental behavior, our understanding of the psychological mechanisms linking the various antecedents to employees’ environmentally responsible behavior and the circumstances under which any such effects are enhanced and/or attenuated is incomplete. The current study seeks to fill this gap by examining: (a) the effects of perceived corporate social responsibility on employees’ voluntary pro-environment behavior; (b) an underlying mechanism that links CSR perceptions to these behaviors; and (c) a boundary condition to these relationships. Data from 183 supervisor-subordinate dyads employed in large- and medium-sized casinos and hotels in Guangdong China and Macau revealed that employees’ corporate social responsibility perceptions indirectly affect their engagement in voluntary pro-environmental behavior through organizational identification, and these effects are stronger for employees high in empathy.
202 citations
TL;DR: Li et al. as discussed by the authors explored the influence of perceived corporate social responsibility on the employee-corporate relationship (organizational trust, organizational identification) and subsequent well-being of employees and their engagement in green workplace behaviors.
190 citations
141 citations
TL;DR: In this paper, the authors examine the relationship between employee psychological entitlement and employee willingness to engage in unethical pro-organizational behavior (UPB) and find that a high level of psychological entitlement will increase the prevalence of this particular type of unethical behavior.
Abstract: In this research, we examine the relationship between employee psychological entitlement (PE) and employee willingness to engage in unethical pro-organizational behavior (UPB). We hypothesize that a high level of PE–the belief that one should receive desirable treatment irrespective of whether it is deserved–will increase the prevalence of this particular type of unethical behavior. We argue that, driven by self-interest and the desire to look good in the eyes of others, highly entitled employees may be more willing to engage in UPB when their personal goals are aligned with those of their organizations. Support for this proposition was found in Study 1, which demonstrates that organizational identification accentuates the link between PE and the willingness to engage in UPB. Study 2 builds on these findings by examining a number of mediating variables that shed light on why PE leads to a greater willingness among employees to engage in UPB. Furthermore, we explored the differential effects of PE on UPB compared to counterproductive work behavior (CWB). We found support for our moderated mediation model, which shows that status striving and moral disengagement fully mediate the link between PE and UPB. PE was also linked to CWB, and was fully mediated by perceptions of organizational justice and moral disengagement.
133 citations
01 Jan 2019
TL;DR: In this paper, the authors examined the mediation of organizational identification and environmental orientation fit on the relationship between employees' corporate social responsibility (CSR) perceptions and their engagement in organizational citizenship behaviors for the environment.
Abstract: The importance of organizational citizenship behaviors for the environment (OCBEs) has been clearly established in the environmental literature. The purpose of this study is to examine the mediation of organizational identification and environmental orientation fit on the relationship between employees' corporate social responsibility (CSR) perceptions and their engagement in organizational citizenship behaviors for the environment. On the basis of 374 survey responses from employees, our structural equation modeling results indicated that CSR perceptions had a positive effect on employees' OCBEs. Moreover, both organizational identification and environmental orientation fit mediated the effect of CSR perceptions on employees' OCBEs. This study contributed to three literature streams (i.e., CSR, pro-environmental behaviors and environmental management, and person–environment fit). Managerial implications and recommendations for future research are given at the end.
98 citations
TL;DR: Wang et al. as mentioned in this paper explored the impacts of corporate social responsibility (CSR) on employee organizational citizenship behavior (OCB) and task performance in hospitality and found that CSR has a positive effect on social identity, which in turn influences employee OCB and consequently task performance.
Abstract: This paper aims to explore the impacts of corporate social responsibility (CSR) on employee organizational citizenship behavior (OCB) and task performance in hospitality. The existing research emphasizes the effects of CSR on organizational performance at a macro level. There is a need to explore social responsibility at a micro level, more precisely, the effects on employee OCB and task performance. Significant evidence shows that CSR positively affects employee OCB. However, there is scant research explaining how CSR impacts OCB and consequently task performance. The main purpose of this investigation was to bridge this gap by analyzing how CSR influences employee OCB and task performance in hospitality based on social identity theory.,A theoretical model was proposed and tested through sequential mediation regressions based on a survey of 296 employees in the hospitality sector in China.,The results showed that CSR has a positive effect on social identity, which in turn influences employee OCB and consequently task performance. Social identity and OCB play sequential mediation roles between CSR and task performance. Additionally, there is an inverted U-shape relationship between OCB and task performance.,This research illustrates how and why CSR impacts employee OCB and task performance based on social identity theory. More specifically, a sequential mediation chain exists between CSR and task performance. The study suggests that hospitality businesses adopting CSR promote employee identification with their companies that leads to enhanced OCB and task performance. This may be an effective way to motivate employees through hospitality businesses accepting greater social responsibility. Additionally, it was found that OCB has a positive effect on task performance, and there is an inverted U-shape relationship between OCB and task performance.,CSR can be applied as the employee management practice in the hospitality sector. CSR has a positive impact on organizational identification that contributes to individual outcomes such as OCB and task performance at work.
76 citations
TL;DR: Analysis through structural equation modeling proved that ethical leadership has a positive and significant impact on both organizational identification and voice behavior, but a negative and significantimpact on workload, poor working conditions and bullying at the workplace.
Abstract: Purpose
This study aims to investigate the effects of ethical leadership on employee’s bullying and voice behavior, considering poor working conditions, organizational identification and workload as mediating variables.
Design/methodology/approach
Questionnaire survey design was used to elicit responses of 564 nurses from hospitals located in various cities of Pakistan.
Findings
Analysis through structural equation modeling proved that ethical leadership has a positive and significant impact on both organizational identification and voice behavior, but a negative and significant impact on workload, poor working conditions and bullying at the workplace. Furthermore, organizational identification, poor working conditions and workload proved to be partial mediators.
Originality/value
The study adds value to the limited literature on ethical leadership, bullying and voice behavior in nursing. Additionally, organizational identification, workload and poor working conditions have not previously been examined as mediators.
75 citations
TL;DR: In this article, the authors investigated environmental related social responsibility and identification as the predictors of pro-environmental behaviors through the moderating role of empathy in the hospitality sector and found that employees with high empathy exhibit more proenvironmental behavior and organizational identification when perceiving their organization's involvement in environmentrelated social responsibilities.
Abstract: It is evident that organizations are continuously contributing toward environmental dilapidation. This may be reduced by focusing their employees’ involvement in pro-environmental behaviors. Pro-environmental behaviors have ramifications for organizations, employees, leaders and natural environment. Therefore, this study aims at investigating environmental related social responsibility and identification as the predictors of pro-environmental behaviors through the moderating role of empathy in the hospitality sector.,This study collected data from 201 pairs (i.e. supervisors and their subordinates) working in the hospitality sector.,The study found that employees with high empathy exhibit more pro-environmental behavior and organizational identification when perceiving their organization’s involvement in environment-related social responsibilities.,The data for this study were collected at one point of time and it has implications for organizations and employees.,This study aims to fill the gap of the underlying mechanism that how perceived CSR affect employee pro-environmental behavior.
68 citations
TL;DR: In this article, the authors examined the relationship mechanism between CSR and work engagement by focusing on CSR with a broader perspective (the stakeholder approach) in the hospitality literature, revealing on the basis of generalized reciprocity principle of social exchange theory that work engagement could be increased with the help of CSR.
64 citations
TL;DR: In this article, the authors investigated the mechanisms underlying the relationship between public service motivation (PSM) and job performance, and found that PSM is associated with job performance and job satisfaction.
Abstract: Although the association between public service motivation (PSM) and job performance has received increased attention, there is limited knowledge of the mechanisms underlying its effects. Utilizing...
TL;DR: In this article, the authors examined the relationship between corporate social responsibility (CSR) and employees' affective commitment, and found that there is a positive and significant relationship between CSR and employees’ employive commitment.
Abstract: The purpose of this paper is to examine the relationship between corporate social responsibility (CSR) and employees’ affective commitment. Three underlying mechanisms are used to explain the relationship between CSR and commitment, namely, deontic justice, social identity theory and social exchange theory.,Data were collected through survey questionnaires. The sample consisted of 161 employees who work in private and public organizations in Tunisia. Regression analysis was conducted using a multiple mediation model.,The results reveal a positive and significant relationship between CSR and employees’ affective commitment. The perception of person–organization fit, organizational identification and perceived organizational support mediates the relationship between CSR and affective commitment.,With regard to CSR, past studies have never deal with deontic values in analyzing work behaviors. Furthermore, most previous studies have considered a direct effect between CSR perceptions and affective commitment. This study extends the literature by conceptualizing the indirect mechanisms linking CSR to employees’ affective commitment.
TL;DR: The authors used cue consistency theory and social identity theory as overarching frameworks to develop a model where they conceptually link perceptions of strategy-CSR fit with a particular type of organizational commitment: affective.
Abstract: Virtually all studies that focus on the relationship between CSR perceptions and employees’ organizational commitment have not taken into consideration the fit between social and environmental activities and a firm’s business‐unit strategy. This is essential to inquire because scholars have argued that when companies ingrain CSR activities into their strategy‐making process (i.e., in their vision, mission, and overall business model), this might send a more compelling message that resonates closer to workers’ personal standards, and actually enhance employee‐level outcomes. Nevertheless, there is no certainty “if” and “how” these evaluations could affect employees’ organizational commitment. To address this issue, we use cue consistency theory and social identity theory as overarching frameworks to develop a model where we conceptually link perceptions of strategy‐CSR fit with a particular type of organizational commitment: affective. In addition, we posit and test three mediators to understand the underlying psychological mechanisms of this relationship: perceived external prestige, organizational identification, and work meaningfulness. Through structural equation modeling, and using a heterogeneous final sample of 579 employees, we find compelling evidence to support the fact that strategy‐CSR fit enhances employees’ affective organizational commitment through the proposed mediators. Academic contributions and practical implications are then discussed.
TL;DR: This paper investigated the relationship between negative workplace gossip and hospitality employee service outcomes of service performance and customer-oriented organizational citizenship behavior by examining organizational identification as a mediator and hostile attribution bias as a moderator.
TL;DR: In this article, the authors explore the process linking participative leadership to organizational identification and investigate the role that pride in membership plays in the affiliation of CSR perceptions with organizational identification.
Abstract: The aim of this research is to explore the process linking participative leadership to organizational identification. The study examines the relationship between participative leadership and internal CSR perceptions of employees and also investigates the role that pride in membership plays in the affiliation of CSR perceptions with organizational identification. By studying these relationships, the paper aspires to contemplate new presumed mediators in the association of participative leadership with organizational identification as well as determine a possible novel antecedent of employee CSR perceptions. Empirical evidence is provided from data that was collected through a survey distributed to employees working for small- and medium-sized enterprises in three countries in the Middle East and North Africa regions, particularly the United Arab Emirates, Lebanon, and Tunisia. Findings show that participative leadership leads to positive internal CSR perceptions of employees and that these CSR perceptions lead to pride in membership which, in turn, results in organizational identification. Implications of these findings are also discussed.
TL;DR: In this paper, a theoretical model of mediation and moderation is developed to explain how CSR can influence employee behavior, and it is proposed that CSR influences the organizational identification positively and this relationship will be stronger in a collectivist culture, which will eventually lead to higher work engagement.
Abstract: The internal dimension of Corporate Social Responsibility (CSR) refers to the socially responsible behavior of an organization towards its employees. The CSR relationship to employee behavior has received some attention but in general, there is little knowledge about the underlying explanatory mechanisms that can describe this relationship. In this study, a theoretical model of mediation and moderation is developed to explain how CSR can influence employee behavior. Organizational identification and work engagement are used as proxies for employee behavior in the model and internal dimension of CSR is assumed to affect both of them positively. Further, it is proposed that CSR influences the organizational identification positively and this relationship will be stronger in a collectivist culture, which will eventually lead to higher work engagement. A proposed model was tested on a sample of bank employees in Pakistan by using the Structural Equation Modeling (SEM) method. The results of this study provide contextual and empirical insights into how CSR influences employee behavior.
TL;DR: The social identity approach was relied on to compare the effects of two specific ethical climates – an ethical climate of self-interest vs. friendship – on employees’ reactions, which confirmed that organizational identification and commitment represent key factors in organizational life.
Abstract: Ethical climate defines what is correct behavior and how ethical issues should be handled within organizations. For this reason, it plays a key role in organizational life. We relied on the social identity approach to compare the effects of two specific ethical climates - an ethical climate of self-interest vs. friendship - on employees' reactions. In two scenario-based experiments (N 1 = 152 and N 2 = 113), participants were asked to imagine themselves working in an organization described either as characterized by a friendship or a self-interest ethical climate. They completed measures of identification, commitment, perceived organizational morality, turnover intention, recommendation, and the minimum wage they would accept to work for that organization. An ethical climate of friendship predicted better employees' attitudes and behavioral intentions, and these were mediated by identification with, and commitment to, the organization. In Study 2, participants were less willing to move from an organization characterized by an ethical climate of friendship to a company characterized by an ethical climate of self-interest than vice versa, and asked for more money to accept this new job offer. Results, which confirmed that organizational identification and commitment represent key factors in organizational life, are discussed in terms of practical interventions that promote pro-organizational behavior.
TL;DR: In this paper, the authors investigated how meso-organizational attributes interact with the macro cultural context to affect employees' behavioral responses to internal corporate social responsibility (CSR) initiatives and found that the interaction between the cultural setting and company specific attributes can turn this effect to be significant, strong, and positive.
Abstract: Drawing on signaling theory and adopting a multilevel approach, the purpose of this paper is to investigate how meso-organizational attributes interact with the macro cultural context to affect employees’ behavioral responses to internal corporate social responsibility (CSR) initiatives. This study unpacks the behavioral process through which internal CSR affects employees’ organizational citizenship behavior in an organization that has obtained SA8000 and that operates in an understudied Italian context characterized by high individualism and masculinity.,Bootstrapped multi-mediation analysis was used on a sample of 300 employees operating in one of the most important and largest Italian retail stores active in the food industry and involved in socio-environmental responsibility.,Results show that when a company obtains an internal CSR quality credential, particularly SA8000, an auditable certification standard that signals that a company goes beyond compliance standards to tailor to the well-being of its employees, it will likely attract like-minded employees that will positively react to internal CSR initiatives even when operating in a highly individualistic and masculine culture such as Italy.,While prior research has shown that internal CSR initiatives have a lower and, in some cases, an insignificant impact on employees’ behavioral outcomes in cultures characterized by individualism and masculinity, this study shows that the interaction between the cultural setting and company specific attributes can turn this effect to be significant, strong, and positive.
TL;DR: Li et al. as mentioned in this paper extended the relationship between paternalistic leadership and employee creativity by identifying employee organizational identification as a mediator and employee perceived job security as a moderator, and they found that employee perception of job security moderated a relationship between the morality component of paternalistic leaders and creativity.
Abstract: Our study extends the relationship between paternalistic leadership and employee creativity by identifying employee organizational identification as a mediator and employee perceived job security as a moderator. Results based on the data of 378 employees from a large bank in China indicated that employee perceived job security moderated the relationship between the morality component of paternalistic leadership and employee creativity. In addition, employee organizational identification mediated the relationship between the morality component of paternalistic leadership and employee creativity. We discuss implications for research on paternalistic leadership and employee creativity.
TL;DR: In this article, the authors analyzed selected papers on ethical leadership to propose a conceptual framework that shows the antecedents and outcomes of ethical leadership, and presented a framework of ten testable propositions about ethical leadership that are relevant for both the practitioners and the scholars.
Abstract: The purpose of this paper is to understand the growing construct of ethical leadership and its related concepts that focus on the importance of the moral aspect of leadership. It focuses on the idea of ethical leadership, personality attributes of ethical leaders and develops a conceptual framework including various propositions related to the antecedents and outcomes of ethical leadership.,This is a review paper based on a synthesis of leadership literature from existing research journals and articles on ethical leadership. Authors analyzed selected papers on ethical leadership to propose a conceptual framework that shows the antecedents and outcomes of ethical leadership.,An ethical leader is one who strongly believes in following the right set of values and ideals in their decisions, actions and behavior. One has to be honest with high integrity, with people orientation and communicates assertively. Among the other attributes of an ethical leader, one needs to be responsible for taking unbiased decisions in benefit and overall interest of people and organization. This ethical leadership plays a vital role in developing positive outcomes such as followers’ organizational commitment and organizational identification. Trust in leadership can moderate this relationship.,This paper offers opportunities for researchers to explore discoveries in leadership style and also helps to understand the ways the organizations can develop ethical leaders at the workplace. An effective and efficient leader integrates ethics with leadership and thus makes its presence felt and emerges as a role model to play a more positive and valuable role in an organization.,This paper helps the strategist and educators to conceptualize ethical leadership and its framework including leaders’ ideal traits, similarities and differences of ethical leadership with other leadership styles and its role in developing positive outcomes in an organization. It presents a framework of ten testable propositions about ethical leadership that are relevant for both the practitioners and the scholars.
TL;DR: In this paper, the authors hypothesize that ethical efficacy and perceived workplace incivility affect turnover intention via the full mediation of emotional exhaustion, while organizational identification is a moderator in the development of turnover intention.
Abstract: Drawing upon the social cognitive theory and social identity theory, this study hypothesizes that ethical efficacy and perceived workplace incivility affect turnover intention via the full mediation of emotional exhaustion At the same time, organizational identification is a moderator in the development of turnover intention A field survey on 512 employees from high-tech and banking industries was conducted for empirical testing Test results using structural equation modeling and hierarchical regression analyses reveal that emotional exhaustion fully mediates the relationship between workplace incivility and turnover intention, as well as between ethical efficacy and turnover intention Organizational identification positively moderates the effect of workplace incivility on emotional exhaustion Theoretical and practical implications are discussed based on the empirical findings
TL;DR: This study investigates whether and why spiritual leadership may contribute to enhanced proactive employee workplace behavior and sheds lights on the mediating mechanisms through which spiritual leadership exerts influences on proactive workplace behavior.
Abstract: This study investigates whether and why spiritual leadership may contribute to enhanced proactive employee workplace behavior. Based on self-determination theory (SDT), we examine the effects of two sequential mediators (i.e., organizational identification and psychological safety) on the relationship between spiritual leadership and proactive workplace behavior. Data collected from 188 subordinate-leader dyads in Chinese firms suggested that spiritual leadership has a significant positive effect on proactive workplace behavior. In addition, both organizational identification and psychological safety mediate the relationship between spiritual leadership and proactive workplace behavior. Furthermore, spiritual leadership positively influences organizational identification, and such identification nurtures psychological safety, which, in turn, fosters the proactive behavior of employees. It extends the existing impact of spiritual leadership to proactive workplace behavior and shed lights on the mediating mechanisms through which spiritual leadership exerts influences on proactive workplace behavior. Finally, it considers the important roles played by leaders in modern organizations.
TL;DR: In this article, the authors examined the role of work ethic and organizational commitment in shaping employee behaviors and found that hard work and normative and affective organizational commitment are positive predictors of ethical pro-organizational behaviors.
Abstract: Unethical pro‐organizational behaviors (UPB) are actions that break rules or established standards, but are undertaken for the purposes of helping the organization or coworkers. Although research has already examined the role of work ethic and organizational commitment in shaping employee behaviors, little is known about the reason for and antecedents of employees undertaking UPB. In a sample of 425 working adults from multiple industries, we tested whether work ethic and organizational commitment dimensions predict the readiness to undertake UPB. The time‐lagged study showed that the work ethics dimension “hard work,” and normative and affective organizational commitment, are positive predictors of UPB. The ethics dimensions “morality/ethics,” “delay of gratification,” “centrality of work” and “anti‐leisure attitudes” are negative predictors of UPB.
TL;DR: Wang et al. as discussed by the authors examined the relationship between employees' corporate social responsibility (CSR) perception and their organizational identification in a Chinese context and found that CSR perception is strongly and positively related to the organizational identification of employees.
Abstract: The purpose of this paper is to examine the relationship between employees’ corporate social responsibility (CSR) perception and their organizational identification in a Chinese context. The moderating effect of employees’ collectivist orientation on the relationship between CSR perception and organizational identification is also examined.,Data were collected from 308 employees of 7 firms in Zhejiang Province, located in southeast China. Hierarchical regression analyses were utilized to test the hypotheses.,The results indicate that all three dimensions of CSR perception in this study, specifically, economic, philanthropic and strategic CSR perception, are strongly and positively related to the organizational identification of employees. Employees’ collectivist orientation positively influences the relationship between strategic CSR perception and organizational identification. In contrast, collectivist orientation negatively influences the relationship between economic CSR perception and organizational identification. However, no moderating effect of collectivism on the relationship between philanthropic CSR perception and organizational identification was found.,The findings highlight the positive relationship between employees’ CSR perception and their workplace attitudes, shedding particular light on how employees’ personal values influence their responses to CSR in Chinese organizations.,This study extends the current understanding on the relationship between CSR and organizational identification. Particularly, the authors include multiple dimensions of CSR (economic, philanthropic and strategic CSR) in the research model, demonstrating that the link between CSR perception and organizational identification is influenced by employees’ collectivist orientation.
TL;DR: In this paper, the authors examine why and how an open and participative communication climate matters for employee organizational identification and their change-specific responses, specifically employees' attitudinal and behavioral reactions.
Abstract: The purpose of this paper is to examine why and how an open and participative communication climate matters for employee organizational identification and their change-specific responses, specifically employees’ attitudinal and behavioral reactions.,To test the hypothesized model, the authors conducted an online survey using a stratified and quota random sample of 1,034 US employees working in diverse industry sectors in June of 2018, with the assistance of a premier global provider of survey services, Survey Sampling International. To test the hypothesized model, structural equation modeling analysis was employed using AMOS 24.0 software.,An open and participative communication climate directly contributes to employee affective commitment to change and behavioral support. Communication climate featured by openness and participation boosts employee identification with the organization, which leads to positive employee reaction to change. When employees identify with the organization, they tend to believe in the inherent value of the change and are more likely to support the change initiative in action through cooperation and championship.,Theoretically, the study contributes to the change management and communication literature by focusing on the role of communication climate in inducing employee reaction to organizational change. Practically, the study offers insights for change managers, internal communication professionals and organizational leaders. Organizational leaders need to be open, create a trusting atmosphere and actively involve employees in the decision-making process. Organizational leaders and communicators should also strive to boost employee identification with the organization, especially during change.
TL;DR: Zhang et al. as discussed by the authors integrated affective events theory and insights from displaced aggression literature to highlight that state hostility can serve as an explanation for how perceived undermining by co-workers leads to antagonistic consequences.
Abstract: By integrating affective events theory and insights from the displaced aggression literature, the purpose of this paper is to highlight that state hostility can serve as an explanation for how perceived undermining by co-workers leads to antagonistic consequences. Distress tolerance and organizational identification are theorized to moderate the hypothesized relationships that are investigated in this study.,PROCESS macro developed by Hayes (2013) was used to test all the hypotheses by using time-lagged, multi-source data collected from 218 Chinese employees associated with the service industry.,The paper finds that state hostility seems to trigger unethical behavior on the part of employees resulting in service sabotage. It is concluded that perceptions of undermining are positively linked to employees’ hostility, which in turn drive service sabotage behavior. Furthermore, employee distress tolerance weakens the effects of perceived undermining on employees’ state hostility, while organizational identification alleviates the effect of employees’ hostility on service sabotage behavior.,This study not only highlights the outcomes of perceived coworker undermining, the mechanism through which it occurs, and the moderating effects of given factors, but also provides insights to the organizations for managing service sector employees so that they can more effectively interact with customers. The findings suggest that employees with high organizational identification are less involved in service sabotage, thus, such measures are necessary to take which help employers to enhance employees’ organizational identification. The authors also suggest managers to clearly communicate the adverse consequences which employees could have to face if they exhibit unethical behavior.,This study addresses the question: when and how perceived coworker undermining affects customers’ services. To date, most of the existing literature considered customers’ negative event and customers’ mistreatment as an antecedent of employees’ service sabotage. However, this study concluded that these are not the only reasons for employees’ service sabotage, employees’ interpersonal mistreatment which occurred beyond customers’ interaction also causes service sabotage.
TL;DR: In this paper, the authors investigated helping behavior, a fundamental dimension of organizational citizenship behavior, in the context of the contemporary Greek public sector, and proposed a framework for helping behavior in the public sector.
Abstract: This article investigates helping behavior (HB), a fundamental dimension of organizational citizenship behavior (OCB), in the context of the contemporary Greek public sector. More specifica...
TL;DR: In this paper, a cross-sectional study was conducted to understand employees' reactions to corporate social responsibility (CSR) in oil companies and found that employees' perceived CSR is positively related to the employee organizational identification in controversial sector companies.
Abstract: Based on the social identification theory, this study aims to understand employees’ reactions to corporate social responsibility (CSR) in oil companies. This study finds that employees’ perceived CSR is positively related to the employee organizational identification in controversial sector companies.,The authors chose to analyze five oil companies in India. These companies are large in size and revenue and provide a valid context for the present study. A survey of 316 employees had been carried out in the year 2015 at the headquarters of these companies located in India.,The finding shows that organization CSR activities enhance employees’ organizational identification, which in turn leads to employee commitment to their organization. Furthermore, the finding highlights the relationship between perceived CSR and organizational identification, which is mediated by perceived external prestige and perceived organizational support.,The limitation of this study is the cross-sectional research design. The variables under investigation were measured only at one specific point of time. Another restriction of the study is that the data had been collected from the self-reported questionnaire. The results were dependent on how employees perceive and interpret how outside world assesses or views their organization.,This study provides a first step of empirical evidence suggesting that CSR engagement is important and can help in building the relation with stakeholders even in controversial industry.
TL;DR: In this article, the authors predict that a CEO with strong organizational identification will be less likely to behave opportunistically when making voluntary disclosures, and they also indicate that cultivating a CEO's OI can be an effective way to mitigate her horizon problem.
Abstract: CEOs of retirement age are likely to exhibit a “horizon problem,” whereby they are reluctant to make decisions that are beneficial to the firm in the long term but potentially costly to the CEOs' personal wealth in the short term. We predict that a CEO with strong organizational identification (OI) will be less likely to behave opportunistically. Our results are consistent with our expectation when we examine three types of decisions that reflect the CEO horizon problem. Specifically, we find that retiring CEOs with strong OI are less likely to reduce research and development investments or decrease the firm's commitment to corporate social responsibility. Retiring CEOs with strong OI also behave less opportunistically when making voluntary disclosures; namely, they issue fewer management earnings forecasts in their last year of employment. Our findings indicate that cultivating a CEO's OI can be an effective way to mitigate her horizon problem.
TL;DR: Understanding of how workers might use social media to communicate to audiences in different ways is extended, and how this activity is related to their perceived relationships to organizational and professional groups is extended.