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Showing papers on "Organizational identification published in 2021"


Journal ArticleDOI
TL;DR: In this article, the authors investigated the impact of perceived corporate social responsibility on employees' pro-environmental behaviours through organizational identification and coworkers' proenvironmental advocacy, using a multistage sampling technique, a survey of line managers was conducted across 32 hotels in the understudied context of Malaysia's hotel industry.
Abstract: Despite research suggesting that pro-environmental behaviors offer a range of positive benefits for organizations and that corporate social responsibility (CSR) positively affects employee behaviors and attitudes, very few studies have investigated how CSR affects pro-environmental behaviours. As such, this study investigates the impact of perceived CSR on employees' pro-environmental behaviours through organizational identification and coworkers' pro-environmental advocacy. Using a multistage sampling technique, a survey of line managers was conducted across 32 hotels in the understudied context of Malaysia's hotel industry. Based on 331 completed questionnaires, the results suggest that perceived CSR activities drive organizational identification and trigger coworkers’ pro-environmental advocacy, which in turn generate employees’ pro-environmental behaviours. The study offers valuable insights into the complex relationship between perceived CSR and pro-environmental behaviors and discusses the theoretical and research contributions and managerial implications.

57 citations


Journal ArticleDOI
TL;DR: In this paper, a quantitative review systematically integrates the antecedents and outcomes of psychological ownership (PO) and examines its incremental validity and explanatory power compared with two other f f...

56 citations


Journal ArticleDOI
TL;DR: In this paper, the authors examined how a symmetrical internal communication system and a positive emotional culture within organizations can be used to improve the performance of positive emotional cultures in the workplace.
Abstract: As one of the first empirical attempts investigating the emerging role of positive emotional culture within organizations, the study examined how a symmetrical internal communication system and lea...

52 citations



Journal ArticleDOI
TL;DR: In this paper, the authors unpacked the relationship between employees' perceptions of organizational injustice and their counterproductive work behavior, by detailing a mediating role of organizational identification and a moderating role on discretionary human resource practices.
Abstract: This research unpacks the relationship between employees' perceptions of organizational injustice and their counterproductive work behaviour, by detailing a mediating role of organizational identification and a moderating role of discretionary human resource (HR) practices.,The hypotheses were tested with a sample of employees in Pakistan, collected over three, time-lagged waves.,An important reason that beliefs about unfair organizational treatment lead to enhanced counterproductive work behaviour is that employees identify less strongly with their employing organization. This mediating role of organizational identification is less salient, however, to the extent that employees can draw from high-quality, discretionary HR practices that promote their professional development and growth.,For management practitioners, this study pinpoints a key mechanism – the extent to which employees personally identify with their employer – by which beliefs about organizational favouritism can escalate into purposeful efforts to inflict harm on the organization and its members. It also reveals how this risk can be subdued by discretionary practices that actively support employees' careers.,This study adds to previous research by detailing why and when employees' frustrations about favouritism-based organizational decision making may backfire and elicit deviant responses that likely compromise their own organizational standing.

41 citations


Journal ArticleDOI
TL;DR: In this paper, the authors explore a process linking servant leadership (SL) to organizational identification (OI) and assess moral meaningfulness as a moderator in the relationship between SL and OI through internal CSR perceptions.

37 citations


Journal ArticleDOI
TL;DR: In this article, the authors explore the roles of organizational trust, organizational identification, and organizational commitment in safety operation behavior (SOB) for one hundred forty-three airline pilots.

26 citations


Journal ArticleDOI
TL;DR: In this article, a multilevel, multisource study collected from 299 employees and 71 supervisors generally supported the predictions that responsible leadership was a significant predictor of voluntary workplace green behavior.

25 citations



Journal ArticleDOI
TL;DR: In this article, the authors explored counterproductive work behaviors toward the organization (CWB-O) and other individuals and found that employees who identified strongly with their organization reported lower levels of counterproductive work behavior, but only when ambivalent identification was low.
Abstract: Although counterproductive work behaviors can be extremely damaging to organizations and society as a whole, we do not yet fully understand the link between employees’ organizational attachment and their intention to engage in such behaviors. Based on social identity theory, we predicted a negative relationship between organizational identification and counterproductive work behaviors. We also predicted that this relationship would be moderated by ambivalent identification. We explored counterproductive work behaviors toward the organization (CWB-O) and other individuals (CWB-I). Study 1, a survey of 198 employees, revealed that employees who identified strongly with their organization reported lower levels of CWB-O, but as predicted, only when ambivalent identification was low. Study 2 involved a manipulation in the form of a scenario presented to 228 U.S. employees, generally replicated the findings of Study 1: the link between organizational identification and CWB-O was stronger for participants in the low ambivalence condition than for those in the high ambivalence condition. The interaction effect of ambivalent and organizational identification on CWB-I was only marginally significant in the second study. These findings provide new evidence for the positive influence of organizational identification under conditions of low ambivalence on counterproductive behaviors toward an organization.

23 citations


Journal ArticleDOI
09 Feb 2021
TL;DR: In this paper, the authors investigate how firms' Corporate Social Responsibility perception and disclosure derive accounting, market, and perception-based Firms' Financial Performance (FFP) throu...
Abstract: This research aims to investigate how firms’ Corporate Social Responsibility (CSR) perception and disclosure derive accounting, market, and perception-based Firms’ Financial Performance (FFP) throu...

Journal ArticleDOI
TL;DR: In this article, the authors integrate organizational social capital theory and consumer happiness in a prior brand identification model and test the antecedents and consequences of consumer-brand identification over time.
Abstract: The purposes of this study are to integrate organizational social capital theory and consumer happiness in a prior brand identification model and test the antecedents and consequences of consumer-brand identification over time. In the context of professional football, we collected data from 374 panel registrants of an online research service firm throughout a season. The results indicated consumer-brand identification was impacted to a greater extent by two social capital factors: (1) social interaction ties and (2) shared vision, than by brand prestige and brand distinctiveness. Both social interaction ties and consumer-brand identification were also predictive of future behavioral loyalty and purchase frequency. Further, our moderation analysis revealed the impact of consumer-brand identification on behavioral loyalty was contingent on consumer happiness. The proposed framework and results reinforce the importance of consumer-to-consumer social capital and consumer happiness and add new insights into the dynamics of consumer-brand identification, consumer happiness, and enduring consumer loyalty.

Journal ArticleDOI
TL;DR: In this article, the authors extend recent efforts to bring these fields closer together by testing how employee perceptions of a high-performance work system (HPWS) and transformational leadership (TL), independently and jointly, influence four important employee attitudes.
Abstract: Funding information Academy of Finland, Grant/Award Number: 308843; Vuorineuvos Marcus Wallenbergin säätiö foundation, Grant/Award Number: Abstract Even while attempting to explain the same outcomes, research on leadership and on human resource management (HRM) have largely progressed on parallel trajectories. We extend recent efforts to bring these fields closer together by testing how employee perceptions of a high-performance work system (HPWS) and transformational leadership (TL), independently and jointly, influence four important employee attitudes. Analyses of 308 subordinates of 76 managers in five multinational companies suggest that a HPWS substitutes for much of the independent influence of TL and constitutes an important boundary condition for some of this influence. Implications for future research on HRM and leadership are discussed.

Journal ArticleDOI
TL;DR: In this paper, the mediating role of the perception of social responsibility and organizational identification in the relationship between responsible leadership and organizational citizenship behavior in the hospitality industry is explored, and a parallel multiple mediator model is proposed to explore the effect of hotel frontline employees' perceptions of the importance of Social responsibility.
Abstract: The purpose of this study is to explore the mediating role of the perception of social responsibility, and organizational identification, in the relationship between responsible leadership and organizational citizenship behavior in the hospitality industry. A questionnaire was answered by 214 frontline employees of four and five-star hotels, in the north of Portugal. Results indicate that there is a mediation model, which uses the effect of the perception of social responsibility and organizational identification in the relationship between responsible leadership and organizational citizenship behaviors. This study is a first attempt to propose a parallel multiple mediator model that explores the effect of hotel frontline employees’ perceptions of the importance of social responsibility, as well as the effect of employees’ identification with the organization, both of which act as mediators in the relationship between responsible leadership and OCB in the hospitality industry.

Journal ArticleDOI
TL;DR: Based on the two-dimensional stressor framework, this paper investigated the relationship between work-related stress and its employee outcomes and found that it is critical phenomena that warrant more research in public administration.
Abstract: Work-related stress and its employee outcomes are critical phenomena that warrant more research in public administration. Based on the two-dimensional stressor framework, this study investigates th...

Journal ArticleDOI
TL;DR: In this article, the authors examined the interrelations between service climate, organizational identification, employee job satisfaction, and customer perceived value and satisfaction to achieve this, they applied the service profit chain model to South Korea's coffee shop industry Data were collected from 263 employees and 973 customers in Daegu, Korea.


Journal ArticleDOI
TL;DR: The Organizational Identification and Well-being Framework for sport organizations as discussed by the authors proposes a framework to understand how sport organizations can enhance well-being during crises to the extent that they foster shared identification among current and potential members.

Journal ArticleDOI
TL;DR: In this article, the authors examined the association between transformational leadership and organizational identification of employees, and found that the relationship between transformation and psychological empowerment is a strong predictor of organizational identification.
Abstract: The study examined the association between transformational leadership and organizational identification of employees. The relationship between transformational leadership and psychological empower...

Journal ArticleDOI
TL;DR: Results of the importance-performance map analysis (IPMA) have confirmed that the implementation of CPP at company level has shown a highest importance and performance amongst all the latent constructs proposed as predictors of DSIW in the garments manufacturing industry.

Journal ArticleDOI
TL;DR: In this paper, the authors explored the relationship between the employer branding (EB) dimension of corporate social responsibility (CSR) and employee retention (ER) while testing for organizational identification (OI) as a mediator, within a single framework.
Abstract: The study aims to explore the relationship between the employer branding (EB) dimension of corporate social responsibility (CSR) and employee retention (ER) while testing for organizational identification (OI) as a mediator, within a single framework.,The study is cross-sectional, and the data were collected from 126 employees working in the Indian information technology (IT) companies. Regression technique and PROCESS macro were deployed to analyze the data.,The findings asserted that, first, the EB dimension of CSR influences ER. Second, CSR significantly affected OI and was found to be a strong predictor of ER. Third, the relationship between CSR and ER is mediated by OI.,Organizations should embed ethical stance in their policies, practices and procedures to retain a skilled workforce. Further, CSR as an EB dimension, while being imperative for improving employee-related outcomes, does not necessarily help to enhance retention of employees unless the employees build a strong identity with their work organization.,The study connotes that organizations should be more socially responsible for achieving better employer status among various stakeholders. A well-designed strategy pertaining to CSR may increase the reputation of an employer as an attractive place to work for current and prospective employees.,The paper examined CSR as an important attribute of employer branding for retaining competent employees in the Indian setting; studies on CSR as an EB dimension are limited. The results focus on embracing socially responsible behavior of organizations and on examining the role of OI as a mediating variable.

Journal ArticleDOI
TL;DR: In this article, the roles of organizational and moral identification in the relationship between abusive supervision and subordinates' organizational deviance are investigated, drawing on the identity perspective, and they investigate the role of organizational identification in abusive supervision.
Abstract: Drawing on the identity perspective, we investigate the roles of organizational and moral identification in the relationship between abusive supervision and subordinates’ organizational deviance. B...

Journal ArticleDOI
TL;DR: In this paper, a mediated moderation model with 173 leader-follower dyads from China was used to investigate the relationship between job non-routinization and creativity through organizational identification.
Abstract: An increasing number of individuals work in jobs with little standardization and repetition, that is, with high levels of job non‐routinization. At the same time, demands for creativity are high, which raises the question of how employees can use job non‐routinization to develop creativity. Acknowledging the importance of social processes for creativity, we propose that transformational leaders raise feelings of organizational identification in followers and that this form of identification then helps individuals to develop creativity in jobs with little routinization. This is because organizational members evaluate and promote those ideas as more creative, which are in line with a shared understanding of creativity within the organization. To investigate these relationships, we calculated a mediated moderation model with 173 leader–follower dyads from China. Results confirm our hypotheses that transformational leadership moderates the relationship between job non‐routinization on employee creativity through organizational identification. We conclude that raising feelings of social identity is a key task for leaders today, especially when working in uncertain and fast developing environments with little repetition and the constant need to develop creative ideas.

Journal ArticleDOI
TL;DR: In this paper, a cross-sectional survey is utilized to gather data from 352 employees working in top Indian IT organizations and the results reveal that employer branding is positively related to job satisfaction, organizational identification and employee retention.
Abstract: This paper aims to extend employer branding research by investigating the role of job satisfaction and organizational identification as predictors of employee retention, and their mediating role between employer branding and employee retention.,A cross-sectional survey is utilized to gather data from 352 employees working in top Indian IT organizations. Hypotheses were tested and analyzed utilizing SPSS PROCESS Macro.,The results reveal that employer branding is positively related to job satisfaction, organizational identification and employee retention. The analysis provides support for the mediating effects on employee retention of employer branding through job satisfaction and organizational identification. In addition, results also provide support for the serial mediation model, where employer branding was found to influence employee retention via job satisfaction and organizational identification in a sequential manner. The findings connote that the enhanced positive identity of satisfied employees suppresses the intention to leave among IT professionals.,The findings suggest that an employer branding strategy with a unique set of attributes can provide a competitive advantage to employers in terms of high retention levels. The findings also highlight the fact that the importance of employer branding strategy should not be merely confined to the issue of retention as it can also play a vital role in enhancing job satisfaction and employees' identification level. Hence, managers are required to devise an employer branding strategy with a long-term intent that focuses on gaining a competitive advantage and aiming to improve relationships with employees.,The researchers have enriched social identity and social exchange theory as a theoretical paradigm, examining antecedents of employee retention. The study has extended the foregoing direct or simple mediation models by integrating social identity theory and job satisfaction in a sequential mediation model.

Journal ArticleDOI
TL;DR: In this article, the authors examined the process linking the relations between internal corporate social responsibility (InCSR), work engagement, and turnover intention by focusing on the mediating influence of organizational identification and the moderating role of perceived corporate hypocrisy.
Abstract: Adopting social identity theory, this study examined the process linking the relations between internal corporate social responsibility (InCSR), work engagement, and turnover intention by focusing on the mediating influence of organizational identification and the moderating role of perceived corporate hypocrisy. Data were obtained from 311 medical staff (excluding supervisors and managers) of a public regional teaching hospital in Taiwan. The results revealed that employees are more dedicated to work and less inclined to leave the firm if they perceive that InCSR is implemented within the firm. However, if an employee perceives corporate hypocrisy of inconsistency between communication and actual actions, it may have the opposite effect on employees. Likewise, the higher the level of perceived corporate hypocrisy, the lesser the positive effect of InCSR on employee behavior. Finally, the implications, limitations, and suggestions for future research were discussed.

Journal ArticleDOI
TL;DR: In this paper, the authors draw from social identity theory to understand how people identify with multiple entities at work and how different foci of identification related and how do they influence extra-role work behaviors.
Abstract: People may identify with multiple entities at work, but how are different foci of identification related and how do they influence extra-role work behaviors? Drawing from social identity theory, ou...

Journal ArticleDOI
TL;DR: In this paper, the authors developed and tested a model to explain how leaders respond to unethical pro-organizational behavior (UPB) among employees and found that leader perceptions of employee UPB were positively related to leader trust in employees when leaders identified strongly with their organization or when they had a strong propensity to morally disengage.
Abstract: Considering recent corporate scandals, organizations have increased their efforts to curb unethical employee behavior. However, little is known about whether leaders comply with these efforts and how they respond to unethical employee behavior, especially when unethical actions benefit the organization. By integrating arguments from social identity and moral disengagement theories, we develop and test a model to explain how leaders respond to unethical pro-organizational behavior (UPB) among employees. Results from one multi-wave, multi-source field study and one experiment showed that leader perceptions of employee UPB were positively related to leader trust in employees when leaders identified strongly with their organization or when they had a strong propensity to morally disengage. Moreover, the results revealed an important three-way interaction effect. Leaders put considerable trust into UPB-enacting employees when leaders both identified strongly with the organization and showed high levels of moral disengagement. In contrast, they put little trust into UPB-enacting employees when leaders identified weakly with the organization and reported low moral disengagement. Furthermore, results showed that leader trust ultimately translated into perceived leader justice toward employees. These findings provide new and important insights into when organizations can(not) rely on their leaders to manage unethical employee behaviors.

Journal ArticleDOI
TL;DR: This article integrated strategic internal communication research with organizational change literature and organizational support theory, and proposed a theoretical model to understand the influence of internal communication on organizational change and organizational change in organizational support.
Abstract: Integrating strategic internal communication research with organizational change literature and organizational support theory, this study proposes a theoretical model to understand the influence of...

Journal ArticleDOI
TL;DR: In this article, an integrated moderated mediation model was presented to explain the interactive effects of empowering leadership and leaders' prototypicality on employees' work engagement through the mediation of organizational identification.
Abstract: PurposeThis study aims to explore mediational mechanisms and conditions by which empowering leadership leads to positive outcomes at the employee level. Using social identity theory (SIT) as a foundation, the authors present an integrated moderated mediation model to explain the interactive effects of empowering leadership and leaders' prototypicality on employees' work engagement through the mediation of organizational identification (OI).Design/methodology/approachThe research model was tested using multilevel nested data obtained from 634 employees working in 133 departments (teams) in the service sector of Pakistan.FindingsThe results reveal that empowering leadership influences work engagement through the mediation of OI. However, leader prototypicality has emerged as an important moderating condition for these relationships because, at a lower level of leader prototypicality, the positive effect of empowering leadership may diminish.Practical implicationsThe results of this study suggest that organizations should promote empowering leadership to increase their employees' OI and work engagement. Furthermore, it is suggested that leader prototypicality is important along with empowering leadership to inculcate positive behavior among employees.Originality/valueThis is the first study of its nature, which used SIT to explain the indirect effect of empowering leadership on employees' work engagement via OI. Furthermore, the bounding condition of leader prototypicality is also studied for the first time in the context of the indirect relationship between empowering leadership and employees' work engagement via OI. The authors note that the novel unique findings of this study have the potential to open additional further avenues of research in the field of empowering leadership.

Journal ArticleDOI
TL;DR: Zhang et al. as mentioned in this paper found that organizational identification significantly influences the creativity of millennial employees; work engagement plays a positive mediating role between organizational identification and employee creativity, and work values of millennial generation employees, specifically utilitarian orientation, intrinsic preferences, interpersonal harmony and innovation orientation, have a positive moderating effect between work engagement and employees' creativity.
Abstract: Millennial-generation employees need to stimulate their creativity to produce innovative ideas, services and products for organizations to flourish and succeed. The main purpose of this research was to discover the mechanism through which organization identification influences employees' creativity in the Chinese organizational context. Particularly, we proposed the mediating role of work engagement and the moderating role of work values in the relationship.,A questionnaire survey was utilized to collect the data from 281 employees working in China. Hierarchical regression was utilized to analyze the data.,The findings reveal that organizational identification significantly influences the creativity of millennial employees; work engagement plays a positive mediating role between organizational identification and employee creativity. Moreover, work values of millennial generation employees, specifically utilitarian orientation, intrinsic preferences, interpersonal harmony and innovation orientation have a positive moderating effect between work engagement and employee creativity.,This study recognizes and analyzes the mechanism underlying the influence of organizational identification and recommends that work engagement is a crucial mediator of the complicated relationship between organizational identification and employee creativity. Consequently, this study is the key effort for millennial employees’ work values and engagement to explore employee creativity in Chinese cultural context and also suggests important theoretical and practical implications.