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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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Journal ArticleDOI
TL;DR: This paper developed a model of the impact of perceived corporate social responsibility on employees' organizational identification, arguing that employees' perceptions of their company's social responsibility behaviors are more important than organizational reality in determining organizational identification.
Abstract: Drawing on social identity theory and organizational identification theory, we develop a model of the impact of perceived corporate social responsibility on employees’ organizational identification. We argue that employees’ perceptions of their company’s social responsibility behaviors are more important than organizational reality in determining organizational identification. After defining perceived corporate social responsibility (PCSR), we postulate how PCSR affects organizational identification when perception and reality are aligned or misaligned. Implications for organizational practice and further research are discussed.

280 citations

Journal ArticleDOI
TL;DR: In this article, the authors examined the relationship between transformational/transactional leadership perceptions and organizational identification and further explored the moderating role of individual difference variables, such as separateness-connectedness self-schema, and positive and negative affectivity.
Abstract: In this study, we examined the relationship between transformational/transactional leadership perceptions and organizational identification and further explored the moderating role of individual difference variables, such as separateness–connectedness self-schema, and positive and negative affectivity. Data from 502 services employees indicated significant positive effects of transformational and transactional leadership perceptions on organizational identification. Regarding the moderating role of individual differences, our data showed that the positive relationship of transformational leadership and organizational identification was stronger for individuals of low positive affectivity as well as for employees of high negative affectivity. In addition, results indicated that transactional leadership had a stronger positive effect on organizational identification for individuals characterized by a connected self-schema.

276 citations

Journal ArticleDOI
TL;DR: In this paper, the authors draw insights from the group value model as a theoretical extension to explain employees' negative responses to psychological contract breach, which results in less willingness on the part of the employees to engage in organizational citizenship behaviours (OCBs).
Abstract: Research on psychological contract breach has referenced social exchange as its dominant theoretical foundation. In this study, we draw insights from the group value model as a theoretical extension to explain employees’ negative responses to psychological contract breach. According to the group value model, fair treatment by group members communicates symbolic messages about the relationship between the organization and the employee, and has implications for whether employees can take pride in their organizational membership. When people are treated unfairly, they lose trust in the organization and dis-identify from the group. This in turn results in less willingness on the part of the employees to engage in organizational citizenship behaviours (OCBs). We tested these relationships across three studies. In Study 1, we conducted a longitudinal test of the role of trust as a mediator between breach and organizational identification. In Studies 2 (cross-sectional) and 3 (longitudinal), we tested the complete model in which we examined the role of trust and identification in mediating the link between breach and OCBs. All three studies provided support for the mediated model. Furthermore, as predicted by the group value model, the hypothesized relationships emerged in response to relational but not transactional contract breaches. Theoretical and applied implications are discussed.

267 citations

Journal ArticleDOI
01 Nov 2009
TL;DR: In this paper, the authors present and test an integrative model of voluntary learning behavior and argue that individuals are more likely to pursue learning activities when they identify with their employing organization and have a high quality leader-member exchange (LMX) relationship with their supervisor.
Abstract: This paper presents and tests an integrative model of voluntary learning behavior. Drawing on social exchange theory, we argue that individuals are more likely to pursue learning activities when they identify with their employing organization and have a high quality leader–member exchange (LMX) relationship with their supervisor. We further argue that organizational identification is enhanced by both distributive and procedural fairness, whereas LMX quality is enhanced by interpersonal and informational fairness. Moreover, we contend that effective learning behavior improves job performance. The model was tested with a sample of 398 employees from a large automobile dealership. Results supported most predictions. Copyright © 2009 John Wiley & Sons, Ltd.

264 citations


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