Topic
Organizational identification
About: Organizational identification is a research topic. Over the lifetime, 1988 publications have been published within this topic receiving 97047 citations.
Papers published on a yearly basis
Papers
More filters
TL;DR: Wang et al. as discussed by the authors studied how leader humility affects employees' constructive voice behavior toward supervisor (speaking up) and coworkers (speaking out) from an identification-based perspective, and sought to verify the effectiveness of leader humility in the Chinese context.
Abstract: The purpose of this paper is to find how leader humility affects employees’ constructive voice behavior toward supervisor (speaking up) and coworkers (speaking out) from an identification-based perspective, and seeks to verify the effectiveness of leader humility in the Chinese context.,Data were collected from 325 employees in four Chinese companies with two phases. In the first phase, the participants were asked to report the leader humility, their identification of their relations with the supervisor, and their identification with their organization. In the second phase, they were asked to report their voice behaviors toward their supervisors and coworkers.,The results indicate that leader humility strongly predicts both employees’ voice behaviors of speaking up and speaking out. Results further suggest that relational identification with the supervisor explains why leader humility promotes employees speaking up, while organizational identification explains why leader humility promotes employees speaking up and speaking out.,Managers with humility can successfully shape employees’ relational and organizational identifications, which in turn encourage their voice behaviors toward supervisors and coworkers. Hence, behaving humbly in working places could be an effective way for managers to promote organizational cohesion and creativity.,Although leader humility attracts much attention in both academia and practice, researchers have been primarily focusing on conceptual development and measurement issues, and empirical studies are rare. This is the first research connecting leader humility and employee proactive behaviors. Moreover, it takes an in-depth analysis of the constructive voice behaviors by differentiating them based on their targets.
30 citations
01 Jan 2002
TL;DR: In this paper, the utility of conceptualizing and measuring identification in terms of the congruency between different identification targets was investigated, and the results of a series of hierarchical regression analyses showed that the measures of identification congruence did not significantly add to the variance that was accounted for in the DVs by the individual targets of identification.
Abstract: Drawing on social identity theory, the present study investigated the utility of conceptualizing and measuring identification in terms of the congruency between different identification targets. Participants were 189 employees from a large metropolitan hospital (104 male and 82 female). The results of a series of hierarchical regression analyses showed that the measures of identification congruency did not significantly add to the variance that was accounted for in the DVs by the individual targets of identification. Implications and directions for future research are discussed.
30 citations
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.
30 citations
TL;DR: In this article, a relational response model is proposed to advance the third-party justice literature asserting that the organization's fair treatment of external parties sends important relational signals to employees that shape their social exchange perceptions toward their employer.
Abstract: There is growing theoretical recognition in the organizational justice literature that an organization's treatment of external parties (such as patients, community members, customers, and the general public) shapes its own employees’ attitudes and behavior toward it. However, the emerging third-party justice literature has an inward focus, emphasizing perceptions of the treatment of other insiders (e.g., coworkers or team members). This inward focus overlooks meaningful “outward” employee concerns relating to how organizations treat external parties. We propose a relational response model to advance the third-party justice literature asserting that the organization's fair treatment of external parties sends important relational signals to employees that shape their social exchange perceptions toward their employer. Supporting this proposition, in two multisource studies in separate healthcare organizations we found that patient-directed justice had indirect effects on supervisory cooperative behavior ratings through organizational trust and organizational identification.
30 citations
TL;DR: In this paper, the authors explored the relationship between organizational change and employee organizational identification by examining the mediating effects of perception of uncertainty, which would, in turn, result in stronger organizational identification.
Abstract: In this study we explored the relationship between organizational change and employee organizational identification by examining the mediating effects of perception of uncertainty. Considering the importance of an individual’s subjective perception, we hypothesized that perceived pace and scope of organizational change would increase an employee’s feelings of uncertainty, which would, in turn, result in stronger organizational identification. We also predicted that employee perceptions of boundary permeability between organizations would moderate the proposed relationships. Employees working in Korean firms participated in a survey to report on their experience of major organizational changes, their feelings of uncertainty, and organizational identification. The results of the analyses supported the proposed hypotheses: both the mediating effect of uncertainty and the moderating effect of boundary permeability. The managerial and theoretical implications of the findings are discussed.
29 citations