Organizational identification

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

Integrative Tests of a Multidimensional Model of Organizational Identification

Abstract: Organizational identification works on the cognitive, affective, and evaluative levels. The present study, like previous research, conceptualizes identification as a multidimensional concept. We test a model of identification developed in experimental settings using an empirical study carried out in three Romanian organizations. We investigate relevant antecedents and consequences of cognitive, affective, and evaluative identification for organizations. The findings shed light on the conditions in which the impact of cognitive identification on organizational outcomes is mediated by the affective attachment to the organization. They also indicate that evaluative identification has a smaller impact in organizational settings than experimental studies have previously shown, contradicting predictions of the self-enhancement hypothesis. Based on these findings, we draw out the practical implications for effective strategies targeting organizational identification enhancement.

Effect of Gig Workers’ Psychological Contract Fulfillment on Their Task Performance in a Sharing Economy—A Perspective from the Mediation of Organizational Identification and the Moderation of Length of Service

Abstract: Workers' isolation may occur in gig employment in the sharing economy, which generates a weak perception of the organization and unpredictable work performance. Drawing on social exchange theory, this paper proposes a framework to explore the effect of psychological contract fulfillment on gig workers' task performance from the perspective of the mediation of organizational identification and the moderation of the length of service. A total of 223 samples were recruited from Didi (a ride-hailing company in China) drivers. The results show that both transactional and relational psychological contract fulfillment can directly affect gig workers' task performance and also indirectly affect it via organizational identification. When the length of service for the current company is taken into consideration, transactional contract fulfillment, as the representation of a company's recognition of gig workers' effort, has a stronger effect on the organizational identification of gig workers who have been working for the company for less than a year compared with those who have been working for a longer period. The results show no difference in the relationship between relational psychological contract and organizational identification between the two groups. Transactional psychological contract fulfillment exhibits the same significant effect on gig workers' task performance in both groups. By contrast, relational psychological contract fulfillment has a stronger effect on long-serving Didi drivers than on those who joined the company within the year. These findings generate certain theoretical and practical implications for gig employment management in the sharing economy.

Injunctive and descriptive logics during newcomer socialization: The impact on organizational identification, trustworthiness, and self‐efficacy

Abstract: Summary Failure to adjust to a new organization has major personal, team, and organizational costs. Yet, we know little about how newcomers' pre-entry institutional assumptions influence and shape their subsequent socialization. To address this issue, we propose and test a model examining whether the discrepancy between newcomers' injunctive logics (pre-entry beliefs about what institutional practices ought to be) and their descriptive logics (actual experience of these institutional practices) influences the development of organizational identification, perceived organizational trustworthiness, and self-efficacy. We examined the impact of discrepant logics in a healthcare context by surveying new staff on their first day of employment and then again six weeks later (N = 264). We found that when there was a negative discrepancy between injunctive and descriptive logics (that is, when the prevailing logics did not match what newcomers thought they ought to be), organizational identification and perceived organizational trustworthiness decreased over time and consequently so did self-efficacy. The results highlight the important role of institutional logics in shaping socialization processes and outcomes soon after organizational entry. We conclude that histories and personal and professional moral codes provide a background against which newcomers evaluate their new institutional, social, and work context. Copyright © 2016 John Wiley & Sons, Ltd.

The Effect Of Humble Leader Behavior, Leader Expertise, And Organizational Identification On Employee Turnover Intention

Abstract: As a bottom-up leadership style, humble leadership has attracted increasing attention from scholars in recent years. But its effectiveness and mechanism still lack rigorous empirical study. In this study, we investigate the mechanism and boundary condition by which humble leader behavior exerts influence on followers’ turnover intention. Two-wave data collected from 249 scientific and technological personnel in China supported our hypothesized model. We found that humble leader behavior is significantly negatively related to follower turnover intention. The relationship is further partially mediated by organizational identification, and moderated by leader expertise. Implications for theory, practice and future research are discussed.

No Team is an Island: An Integrative View of Strategic Consensus between Groups

Abstract: textGroups – teams, work groups, departments – are the building blocks of organizations, but ‘no team is an island’. Groups need to coordinate and align their strategic efforts for the organization at large to perform. To better understand how groups can integrate their strategic efforts to operate as parts of a bigger whole, this dissertation investigates the crucial yet under-researched topic of strategic consensus between groups. If groups have strategic consensus, shared understanding of the strategy, they are more likely to coordinate and integrate more effectively and better perform their collaborative tasks. The four studies composing this dissertation (1) propose a new method to measure, visualize and aggregate individual cognition to group- and between group-level with a more comprehensive, integrative conceptualization of the multiple dimensions of consensus; (2) demonstrate that the group with the strongest group identification and the group with the lowest organizational identification in an organizational dyad respectively limit and foster achieving a high degree of strategic consensus between groups; (3) show that in a dyad the centrality of each group is a determining factor for the degree of consensus between the groups and the most central individuals are an important driver for strategic alignment between groups; (4) indicate that strategic consensus between groups and boundary spanning behavior are requisites for intergroup cooperation, and the effect of strategic consensus between groups on intergroup cooperation is moderated by the degree to which groups display boundary spanning behavior. Together these findings extend strategic management along behavioral lines, offering an integrative view of strategic consensus between groups.