Organizational identification

About: Organizational identification is a research topic. Over the lifetime, 1988 publications have been published within this topic receiving 97047 citations.

Workplace Values and Outcomes: Exploring Personal, Organizational, and Interactive Workplace Spirituality

Abstract: Spiritual values in the workplace, increasingly discussed and applied in the business ethics literature, can be viewed from an individual, organizational, or interactive perspective. The following study examined previously unexplored workplace spirituality outcomes. Using data collected from five samples consisting of full-time workers taking graduate coursework, results indicated that perceptions of organizational-level spirituality (“organizational spirituality”) appear to matter most to attitudinal and attachment-related outcomes. Specifically, organizational spirituality was found to be positively related to job involvement, organizational identification, and work rewards satisfaction, and negatively related to organizational frustration. Personal spirituality was positively related to intrinsic, extrinsic, and total work rewards satisfaction. The interaction of personal spirituality and organizational spirituality was found related to total work rewards satisfaction. Future workplace spirituality research directions are discussed.

When Employees Do Bad Things for Good Reasons: Examining Unethical Pro-Organizational Behaviors

Abstract: We propose that employees sometimes engage in unethical acts with the intent to benefit their organization, its members, or both---a construct we term unethical pro-organizational behavior. We suggest that positive social exchange relationships and organizational identification may lead to unethical pro-organizational behavior indirectly via neutralization, the process by which the moral content of unethical actions is overlooked. We incorporate situational and individual-level constructs as moderators of these relationships and consider managerial implications and future research.

Organizational identity strength, identification, and commitment and their relationships to turnover intention: Does organizational hierarchy matter?

Abstract: Summary In the present study we sought to clarify the functional distinctions between organization identity strength, organizational identification, and organizational commitment. Data were obtained from 10 948 employees of a large steel manufacturer. First, confirmatory factor analysis was used to test the discriminant validity of the three focal constructs. Next, drawing on research that suggests hierarchical differentiation may influence individuals’ conceptual frame of reference, we examined each focal construct’s measurement equivalence across three hierarchical levels (officers, n ¼ 1,056, middle-management, n ¼ 1049, workers, n ¼ 1050). Finally, multigroup structural equation modeling was used to simultaneously estimate the between-group correlations between turnover intention and organization identity strength, organizational identification, and organizational commitment. Results indicated that (a) the measures used to reflect the three focal constructs were empirically distinct, (b) the focal constructs were conceptually equivalent across hierarchical levels, and (c) the pattern of correlations with turnover intention was different for employees with management responsibilities versus workers with no management responsibility. The present findings suggest perceptions of a strong organizational identity, organizational identification, and organizational commitment may influence employees’ turnover intention in unique ways, depending on their hierarchical level within the organization. Copyright # 2006 John Wiley & Sons, Ltd. The relationship between an individual member and the employing organization has long been known to have an impact on the attitudes, behavior, and well-being of individuals. In this regard, two of the more researched constructs include organizational identification and organizational commitment, both of which were developed in an attempt to understand, predict, and influence employee behavior. Organizational identification, as the more recent of the two perspectives, examines the process whereby an individual’s identity becomes psychologically intertwined with the organization’s identity. Although a long-standing interest to sociologists and social psychologists, the social identity approach, subsuming both social identity theory and self-categorization theory, has only recently emerged as an important perspective in organizational behavior research (see Pratt, 1998; van Dick, 2004, for reviews). The second perspective, which encompasses organizational commitment, views the

“I Need You Too!” Corporate Identity Attractiveness for Consumers and The Role of Social Responsibility

Abstract: The extent to which people identify with an organization is dependent on the attractiveness of the organizational identity, which helps individuals satisfy one or more important self-definitional needs. However, little is known about the antecedents of company identity attractiveness (IA) in a consumer–company context. Drawing on theories of social identity and organizational identification, a model of the antecedents of IA is developed and tested. The findings provide empirical validation of the relationship between IA and corporate associations perceived by consumers. Our results demonstrate that the Corporate Social Responsibility (CSR) contribution to company IA is much stronger than that of Corporate Ability (CA). This may be linked to increasing competition and of decreasing CA-based variation in the marketplace.