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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 article, the authors investigate how organizational identification mediates the CSR-performance link and investigate how authentic leadership moderates the link between CSR and OI, finding that OI is an important internal process that CSR enhances for organizational performance.
Abstract: Previous studies on the relationship between corporate social responsibility (CSR) and organizational performance have emphasized how CSR influences the external stakeholders such as shareholders, customers, and local communities to explain the association. Thus, it is relatively less studied how CSR influences internal stakeholders, which ultimately accrue to organizational performance. Grounded on institutional theory which proposes that institutional enablers such as CSR activities affect macro-level outcomes (i.e., organizational performance) through micro-level mechanisms (i.e., attitudes or behaviors of members), we argue that internal processes are critical to explaining the CSR–performance link. Using 2-wave time-lagged survey data of 301 employees from various companies in South Korea, we first investigate how organizational identification (OI) mediates the CSR–performance link. In addition, we also investigate how authentic leadership moderates the link between CSR and OI. The results showed that OI is an important internal process that CSR enhances for organizational performance. In addition, authentic leadership positively moderated the effect of CSR on OI. Our results suggest that we need to understand “internal” intermediating mechanisms as well as critical contextual factors to elaborately explain the relationship.

28 citations

Journal ArticleDOI
TL;DR: In this paper, a mediated moderation model was proposed to explore the interactive effect of psychological contract breach and negative reciprocity belief on abusive supervision, and the mediating effect of organizational identification.
Abstract: Previous research has indicated that abusive supervision negatively influences various organizational outcomes. However, the antecedents and psychological mechanisms of abusive supervision are not well understood, especially in the Chinese context. In this study, we propose and test a mediated moderation model to explore the interactive effect of psychological contract breach and negative reciprocity belief on abusive supervision, and the mediating effect of organizational identification. Using a sample of 268 dyads of employees and their immediate supervisors (N = 536) from six companies and two industries in China, we find that when supervisors experience breaches in psychological contract they are likely to increase abusive behaviours toward subordinates, and that the positive association is stronger the more the supervisor holds negative reciprocity beliefs. Moreover, the results indicate that organizational identification mediates the joint effect of psychological contract breach and negative reciprocity belief on abusive supervision. Theoretical and practical implications, limitations, and future research directions are discussed.

27 citations

Journal ArticleDOI
TL;DR: This paper examined the psychological mechanism underlying the relationship between CCB and the critical workplace deviant behavior of employee silence by developing a moderated mediation model wherein CCB predicted subordinates' silence behavior through emotional exhaustion, with organizational identification acting as the boundary condition.
Abstract: Past research on citizenship behavior has pointed primarily to its voluntary side— organizational citizenship behavior (OCB)—but some scholars have suggested that there is a nonvoluntary version of citizenship behavior—compulsory citizenship behavior (CCB). Drawing on conservation of resources theory and social identity theory, in this research we firstly examined the psychological mechanism underlying the relationship between CCB and the critical workplace deviant behavior of employee silence by developing a moderated mediation model wherein CCB predicted subordinates’ silence behavior through emotional exhaustion, with organizational identification acting as the boundary condition. Results from 2-wave lagged data ( N = 242) collected in the manufacturing sector in China support our hypothesized model. We found that CCB was positively related to employee silence, and emotional exhaustion fully mediated this relationship; organizational identification weakened the relationship between CCB and emotional exhaustion, and organizational identification weakened the indirect effect of CCB on employee silence via emotional exhaustion. Contributions, practical implications, and several promising avenues for future research are discussed.

27 citations

Journal ArticleDOI
TL;DR: This article examined how salespeople's dissimilarity from their coworkers in terms of customer orientation relates to their customer-directed, extra-role behaviors (hereafter, customerdirected ERBs).

27 citations

Journal ArticleDOI
TL;DR: The study suggests that not only the organizational context should be investigated in the study of multitasking behaviors, but also the larger work context, including the individuals' professional communities, to explore how the interpretation of the organization influences multitasking.
Abstract: This paper investigates how individual perceptions and attitudes about an organization influence multitasking behaviors in the workplace. While we know that individuals are significantly influenced in their behaviors by the characteristics of their organizations (e.g. ICTs, organizational structure, physical layout), we still do not know much about how the way individuals interpret their organization influences their multitasking behaviors. Thus, we specifically hypothesize that the individual perception of the organizational preferences for multitasking (i.e. organizational polychronicity) engenders the actual multitasking behaviors that an individual enacts in the workplace. We also hypothesize that the attachment to the organization (i.e. organizational identification) moderates the above relationship. We conducted a mixed method study in two knowledge intensive organizations (an R&D Unit and a University Department) and collected data through a survey, diaries, and semi-structured interviews. Our findings support the first hypothesis but not the moderating role of organizational identification. However, this latter is directly related to how much a person is willing to work on multiple activities on a single day. Further, our study suggests that not only the organizational context should be investigated in the study of multitasking behaviors, but also the larger work context, including the individuals' professional communities. We conclude with a discussion of theoretical and practical implications as well as methodological reflections on mixing methods in the study of multitasking in organizations. We explore how the interpretation of the organization influences multitasking.We adopt mixed methods, i.e. a survey, diary data and semi-structured interviews.We find a positive relation between organizational polychronicity and multitasking.We also explore how organizational identification moderates such relationship.Identification has a direct effect on the number of tasks a person undertakes daily.

27 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202377
2022205
2021146
2020151
2019152
2018139