Topic
Organizational identification
About: Organizational identification is a research topic. Over the lifetime, 1988 publications have been published within this topic receiving 97047 citations.
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TL;DR: In this paper, the authors examined the impact of ethical leadership on financial professionals' loyalty by focusing on the mediating effects of perceived psychological contract fulfillment (PPCF) and organizational identification (OI).
Abstract: The purpose of this paper is to examine the impact of ethical leadership on the financial professionals’ loyalty by focusing on the mediating effects of perceived psychological contract fulfillment (PPCF) and organizational identification (OI).,A questionnaire survey was used in this research.,Financial professionals in Taiwan were recruited for the sample. The results revealed that the professionals’ experiences of ethical leadership positively associated with their loyalty toward their companies. The results further showed that the PPCF and OI significantly mediated the relationship.,Few studies have examined how ethical leadership could stimulate financial professionals’ loyalty. The findings of this study may provide some implications for those involved in the practice of leadership and employee loyalty programs. On the other hand, the focus of Taiwan is unique and helps improve the generalizability of previous studies on the relationship between ethical leadership and employee identification.
32 citations
TL;DR: In this paper, the authors examined the impact of dispersion of groups of software workers on team and organizational identification and found that the team largely replaced the organization as a focus for identification.
Abstract: This paper looks at the impact of dispersion of groups of software workers on team and organizational identification. The paper examines at two case studies of software organizations operating in Scotland. One case study is drawn from a software division of a large national telecommunications company, the other from a medium-sized indigenous software firm. Within each organization we examined groups of employees based within and outwith their employing organizations. Our results were broadly consistent with established work within other sectors in finding that the team largely replaced the organization as a focus for identification. However, we also found that there was no difference in the salience of organizational identification between dispersed employees and those based within their employing organization. For many employees the focus on the team as opposed to the organization was a way of reducing subjective uncertainty within a changing corporate environment. Finally, we established that it is team...
31 citations
TL;DR: It is concluded that a key challenge in merger integration is to support high identifiers in the subordinate group in developing a projected continuity or a focus on ‘the bright tomorrow'.
Abstract: Past research provides evidence that organizational identification is a key factor predicting employees’ behaviours during mergers and acquisitions. In particular, recent studies demonstrate that members of the subordinate merger partner, in contrast to the dominant group, often find it difficult to transfer their identification to the post-merger organization. To understand this difference between dominant and subordinate groups, we examined employees’ sense of projected continuity in the future. We argue that projected continuity mediates the differential relationships between pre-merger and post-merger identification and propose that pre-merger identification relates positively to projected continuity in the dominant group but negatively in the subordinate group. As a result, the overall relationship between pre- and post-merger identification should be reduced or eliminated in the subordinate compared with the dominant group. We tested our hypotheses in a survey (N = 492) distributed in a merger of two international pharmaceutical companies at the beginning of the post-merger integration and 15 months later. Results were consistent with our assumptions of a moderated mediation effect. We conclude that a key challenge in merger integration is to support high identifiers in the subordinate group in developing a projected continuity or a focus on ‘the bright tomorrow'.
31 citations
TL;DR: In-group bias was found to mediate the relationship between team identification, organizational identification and knowledge sharing disparity: people are more willing to share within their own team than to the whole organization.
31 citations
TL;DR: In this article, the authors argue that founder CEOs play an important role in turnaround attempts due to their strong organizational commitment and psychological attachment to the declining firm as well as the relative absence of agency problem issues common among their non-founder counterparts.
Abstract: Manuscript Type. Empirical. Research Question/Issue. Despite the growing interest in leaders' role in the turnaround process, there is a paucity of research on founder‐CEOs' role in achieving successful turnaround among declining firms. In this study, using insights from the organizational identification literature, we argue that founder‐CEOs play an important role in turnaround attempts due to their strong organizational commitment and psychological attachment to the declining firm as well as the relative absence of agency problem issues common among their non‐founder counterparts. Research Findings/Insights. Using data from a matched pair sample of 142 US firms that experienced performance decline, we found that founder‐CEO leadership significantly increases in declining firms. We also found that, among turnaround firms, those led by founder‐CEOs tend to put more emphasis on market‐based turnaround strategies, such as new product introductions, and less emphasis on retrenchment actions, such as divestments. Theoretical/Academic Implications. Our findings contribute to corporate turnaround research by providing a more nuanced view of leaders' role in the turnaround process by specifically exploring the effect of founder CEO leadership. Furthermore, this study contributes to the turnaround literature by highlighting the strategic choices of founder‐CEO‐led firms and how these choices influence successful turnaround. Finally, by introducing organizational identification perspective, this study provides additional theoretical explanation of leadership antecedents of successful turnarounds. Practitioner/Policy Implications. The findings of this study suggest that boards of directors, shareholders, and consultants who often participate in turnaround management should carefully consider retaining founder‐CEOs and endorsing their leadership during the turnaround process. Further, the findings provide turnaround specialists and other stakeholders with further understanding of not only the importance of product market strategies in the turnaround process but also founder‐CEOs' role in fostering such strategies.
31 citations