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 article, a multilevel, multisource study collected from 299 employees and 71 supervisors generally supported the predictions that responsible leadership was a significant predictor of voluntary workplace green behavior.
25 citations
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TL;DR: In this article, the authors examined the conjoint role of felt obligation and organizational identification in the relationship between perceived organizational support and affective commitment, and found that both mechanisms play a concomitant role in the link between POS and AC.
Abstract: Two distinct perspectives have emerged in the literature to explain the relationship between perceived organizational support (POS) and affective commitment (AC): a social exchange perspective and, more recently, a social identity perspective. However, these views have never been considered together. Filling this gap, our study aims to examine the conjoint role of felt obligation (i.e., the social exchange perspective) and organizational identification (i.e., the social identity perspective) in the relationship between POS and AC. Based on two different samples, our results indicate that both felt obligation and organizational identification partially mediate the relationship between POS and AC. In sum, this research shows that the two mechanisms play a concomitant role in the link between POS and AC.
25 citations
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TL;DR: In this article, the authors report the results of a systematic investigation of the convergent validity of three organizational trust measures, taking an interpersonal, public relations, and organizational approach to trust in organizations respectively.
Abstract: Purpose – Organizational trust is an important construct for organizational and public relations scholars and practitioners for its influence on key organizational outcomes, yet the convergent validity of organizational trust instruments has not been investigated by any study. The purpose of this paper is to address an important gap in the literature by reporting the results of a systematic investigation of the convergent validity of three organizational trust measures, taking an interpersonal, public relations, and organizational approach to trust in organizations respectively.Design/methodology/approach – IRB approval was obtained for a cross‐sectional study design gathering self‐reports from participants through an online data gathering system of a large Midwestern university in the USA. Correlational matrices, along with exploratory and confirmatory factor analyses adapting the multitrait‐multimethod matrix, were employed for data analysis.Findings – The three trust measures demonstrate mixed evidence...
25 citations
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TL;DR: In this paper, an empirical study involving working managers and employees of a hospital showed that organizational identification, perceived organizational cohesion, and an individual's insulation also influence individual perceptions of relative organizational ethicality.
Abstract: Scholars have suggested that the tendency for an individual to perceive him- or herself as more ethical than others might influence the individual's perceptions of his or her organization's ethics The purpose of this study is to consider if and/or when such a relationship exists A thorough consideration of the nature of perceptions of relative ethicality suggests that a positive self-bias would negatively influence perceptions of organizational ethicality The results of an empirical study involving working managers and employees of a hospital support that argument Furthermore, the results indicate that organizational identification, perceived organizational cohesion, and an individual's insulation also influence individual perceptions of relative organizational ethicality The findings illuminate this particular phenomenon and further our understanding of the relationship between the individual and the organization, more generally
25 citations
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TL;DR: In this paper, the authors propose that internal marketing is fundamentally a process in which leaders instill into followers a sense of oneness with the organization, formally known as organizational identification (OI).
Abstract: There is little empirical research on internal marketing despite its intuitive appeal and anecdotal accounts of its benefits Adopting a social identity theory perspective, the authors propose that internal marketing is fundamentally a process in which leaders instill into followers a sense of oneness with the organization, formally known as organizational identification (OI) The authors test the OI-transfer research model in two multinational studies using multilevel and multisource data Hierarchical linear modeling analyses show that the OI-transfer process takes place in the relationships between business unit managers and salespeople and between regional directors and business unit managers Furthermore, both leader–follower dyadic tenure and charismatic leadership moderate this cascading effect Leaders with a mismatch between their charisma and OI ultimately impair followers’ OI In turn, customer-contact employees’ OI strongly predicts their sales performance Finally, both employees’ and sales managers’ OI are positively related to their business units’ financial performance The study provides empirical evidence for the role of leaders, especially middle-managers, in building member identification that lays the foundation for internal marketing
25 citations