Organizational identification

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

The effects of paternalistic leadership on organizational identification: the mediating role of trust in leader

Abstract: Leadership as a topic holds an important place in literature in the area of organization and management. Despite the research on managerial approaches and practices based on the cultural characteristics of western societies is abundant, the research reflecting cultural characteristics of eastern societies in the same field is scarce. On the other hand, recent research has frequently demonstrated that the leadership model based on paternalism phenomenon which reflects the dominant cultural characteristics of eastern societies is highly effective in those societies (Pellegrini et al., 2010). As substantial amount of studies show paternalistic leadership phenomenon is also a positive cultural value in our country. It is important to investigate the effects of this phenomenon on different affective and cognitive mechanisms that lead to positive employee behaviours. Regarding this, the purpose of this study is to examine the mediating role of trust in the leader on the effect of paternalistic leadership on organizational identification. The data is collected from 148 employees who work in three different industries in Izmir. The path analysis findings indicated that trust in leader mediates the relationship of benevolent leadership and identification. These findings compatible with hypothetical model. Keywords: Paternalism, paternalistic leadership, trust in leader, organizational identification, SEM. JEL Classification: M10, D23, M50

A Dependence-Regulation Account of Psychological Distancing in Response to Major Organizational Change

Abstract: Building on previous studies that documented psychological withdrawal or distancing from one's employing organization as one kind of response to major organizational change, this study developed and tested a dependence-regulation account of psychological distancing responses. This account was derived from social psychological analysis of interpersonal relationships and interdependence theory. It emphasizes the self-protective function of psychological distancing when the employment relationship is threatened by changes such as corporate mergers or acquisitions. The theory holds that people can reduce threatened losses to identity as a member of their organization or to the tangible benefits of organizational membership through psychological distancing actions such as devaluing the organization or disengaging cognitively or behaviourally (e.g. through reduced organizational identification, increased thoughts of quitting or absenteeism). Applicability of the theory to explain reactions to major organizational change was supported in findings of a survey of 62 bank employees whose organization was seeking a merger with another bank. Dependence on the employer (prospects for getting a comparable job elsewhere) was found to moderate the association between anticipated negative consequences of the merger ('uncertainty') and two indicators of distancing, namely affective commitment to the organization and satisfaction with the organization as employer. Other findings pointed to a degree of realism in employees' threat appraisals. Implications for management and for future research were derived, partly by considering the possible role of employee self-esteem in distancing oneself from the organization.

Organization Identity, Culture and Student Motivation Among Intercollegiate Forensics Competitors

Abstract: This study examines competitive intercollegiate speech and debate. Specifically, levels of communication apprehension, student motivation, organizational identification and organizational culture understanding were analyzed in regard to potential gender differences. Ultimately, males and females were found to have significantly different levels of apprehension, student motivation, identification and cultural understanding. Thus, this article makes arguments as to why these relationships exist and calls for future research into speech and debate competitors' personalities and traits. Intercollegiate forensics competitions hold a long and venerable tradition in American liberal education (Cohen, 1994; Freeley & Steinberg, 2000). In contemporary times these competitions can be categorized into two types: debate events, and individual speaking (or platform) events. Although it is common for both activities to be taught at the same institution, it is equally common for one discipline to be taught to the exclusion of the other. Limited research has studied the communicative characteristics of students who join forensics programs. Cambra and Klopf (1978) studied a small sample of oral interpretation students, and argued that this group had perceived characteristics that were entirely different from students in public speaking and debate. The authors noted that, although different verbal skills are required, debaters and public speakers seem to perceive themselves as similar in their predisposition toward verbal behavior. Furthermore, while research has examined inequity in how rounds are ranked based on gender (Friedly & Manchester, 1987; Murphy, 1989; White, 1997), under representation of gender in specific events (Greenstreet, 1997), and sexual harassment in intercollegiate debate (Stepp, Simerly & Logue, 1994) no research has addressed how the genders differ in their identification with a particular forensics program. This article seeks to explore the degree to which gender potentially impacts a student's organizational identification and cultural understanding of a forensics program. This article also intends to examine the potential relationship(s) between gender and a competitor's motivation to succeed and self-reported level of communication apprehension.

Surface and deep conceptualizations of silence and voice paradoxes: An empirical analysis of women behavior at workplace

Abstract: Although the phenomena of organizational silence (OS) and voice are widely observed in the organizations, there exists little empirical evidence regarding their surface and deep conceptualizations and/or multiple paradoxes associated with their interaction. The study aims to investigate the surface and deep conceptualizations of these paradoxes while presenting its theoretical and empirical rationale for the possible differences based on relationships with subdimension of counterproductive work behavior and organizational identification among women at workplace. A sample of 168 women academicians was collected from three universities at three different stages of their lifecycle. The results indicate that on surface OS and voice display similar direct and moderating relationships with CWB and OI, respectively. However, the analysis of deep conceptualization shows that motives behind the paradoxes of silence and voice play an important role in shaping their relationships; with prosocial motives bein...

Strategies for the Resolution of Identity Ambiguity Following Situations of Subtractive Change

Abstract: This article applies the concept of identity ambiguity to the individual level of analysis, suggesting that identity ambiguity will likely follow certain scenarios of change in which an essential target of one’s identification is abruptly lost. This temporary absence of identification has thus far been understudied, and it is proposed that individuals perceive it as a negative experience, in which opportunities for reidentification are uncertain and unclear. It is further proposed that they will be driven to overcome this identity ambiguity through one of four distinct strategies. The choice of which strategy to adopt is moreover said to be influenced by the interaction between opposing factors: the strength of one’s organizational identification prior to the change and the degree to which the new setting is perceived as prestigious, distinct, and with values that are congruent to one’s personal values. Finally, a discussion of theoretical and managerial implications is provided.