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: The authors conducted a two-wave survey study spanning six months during the recent financial crisis in 2008 to test competing hypotheses regarding the extent to which continued organizational identification relates to psychological well-being following involuntary job loss.
Abstract: Purpose – Continued identification with a former employer may provide valuable self‐enhancement during transition, or it may highlight unsettling self‐discontinuity. This study seeks to develop and test competing hypotheses regarding the extent to which continued organizational identification relates to psychological well‐being following involuntary job loss.Design/methodology/approach – The author conducted a two‐wave survey study spanning six months during the recent financial crisis in 2008 to test these hypotheses. Results are presented for 86 employees in two samples, 45 who were unemployed at the beginning of the study and 41 who lost their jobs during the study.Findings – Continued organizational identification positively related to psychological well‐being in both samples. In a post‐hoc analysis, this relationship held only for employees who attributed their job loss to themselves, rather than to external factors such as their organizations.Research limitations/implications – The results are based...
14 citations
TL;DR: In this article, the authors employ social cognitive theory to explore the triple reciprocity of organizational value cocreation behavior and use DEMATEL-based ANP to examine the dynamic nature of organizational Value Cocreation behaviour.
Abstract: Service-dominant (S-D) logic is a service science framework that is more robust than the traditional goods-dominant (G-D) logic. It emphasizes the importance of operant resources and value Cocreation. This study employs social cognitive theory to explore the triple reciprocity of organizational value Cocreation behavior. Further, this study uses DEMATEL-based ANP to examine the dynamic nature of organizational value Cocreation behavior. The major results of this study can be described as follows. First, the triadic reciprocity of personal, environmental, and behavioral factors are validated. Second, the dominant influencing trends are clearly identified. From a dimensional point of view, environmental factors affect personal factors and behavioral factors, and personal factors affect behavioral factors. Similarly, in terms of organizational value Cocreation behavior, organizational identification affects altruistic behavior and knowledge-sharing behavior, and altruistic behavior affects knowledge-sharing behavior. These findings may provide helpful guidance in effectively promoting organizational value cocreation behavior, enabling organizations to leverage operant resources to their maximum potential.
14 citations
TL;DR: This article proposed that priming individuals with culture mixing would promote acceptance of new organizational policies and reduce adherence to adhere-to-the-constraint of cultural priming and open-mindedness.
Abstract: Drawing on the literature on cultural priming and open-mindedness, we proposed that priming individuals with culture mixing would promote acceptance of new organizational policies and reduce adhere...
14 citations
01 Jan 2011
TL;DR: In this paper, the authors examined the role of leaders' emotional labor on followers' attitudes and performance and attitudes and well-being in leader-follower interactions, and found that leaders' surface acting was significantly negatively associated with followers' transformational leadership perceptions, which were positively related to follower job satisfaction, organizational identification, task performance, and organizational citizenship behavior directed toward the organization.
Abstract: An increasing stream of research has shown that leaders‟ emotions have substantial impact on followers‟ attitudes and performance. However, this line of research has not explored the psychological process leaders use to generate and express their emotions. This is an important gap in the leadership literature because theoretical and empirical work suggests that leaders do manage their feelings and / or expressions of emotions in leader-follower interactions. Therefore, to fill this critical gap, this dissertation examined the role of leaders‟ emotional labor on followers‟ attitudes and performance and on leaders‟ attitudes and well-being. A longitudinal survey design was employed to test study hypotheses. Data were collected from supervisors and their direct reports in three business organizations in the Midwest. Results show that leaders‟ surface acting was significantly negatively associated with followers‟ transformational leadership perceptions, which were positively related to follower job satisfaction, organizational identification, task performance, and organizational citizenship behavior directed toward the organization (OCB-O). Leaders‟ deep acting and display of genuine emotions were positively related to followers‟ emotional engagement, which was positively related to job satisfaction, organizational identification, and OCB-O. In addition, the mean level of leaders‟ expressed positive emotions moderated the relationship between leaders‟ display of genuine emotions and followers‟ positive emotional reactions, such that leaders‟ display of genuine emotions had the most positive effect when followers perceived that the mean level of leaders‟ expressed emotions was highly positive. Consistent with my arguments, transformational leadership and positive emotional reactions were positively related to emotional
14 citations
01 Jan 2012
TL;DR: In this article, the authors propose a novel approach to deal with the problem of gender reassignment in women's reproductive health care, and the results show that it works well with women.
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14 citations