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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: In this article, an integrated moderated mediation model was presented to explain the interactive effects of empowering leadership and leaders' prototypicality on employees' work engagement through the mediation of organizational identification.
Abstract: PurposeThis study aims to explore mediational mechanisms and conditions by which empowering leadership leads to positive outcomes at the employee level. Using social identity theory (SIT) as a foundation, the authors present an integrated moderated mediation model to explain the interactive effects of empowering leadership and leaders' prototypicality on employees' work engagement through the mediation of organizational identification (OI).Design/methodology/approachThe research model was tested using multilevel nested data obtained from 634 employees working in 133 departments (teams) in the service sector of Pakistan.FindingsThe results reveal that empowering leadership influences work engagement through the mediation of OI. However, leader prototypicality has emerged as an important moderating condition for these relationships because, at a lower level of leader prototypicality, the positive effect of empowering leadership may diminish.Practical implicationsThe results of this study suggest that organizations should promote empowering leadership to increase their employees' OI and work engagement. Furthermore, it is suggested that leader prototypicality is important along with empowering leadership to inculcate positive behavior among employees.Originality/valueThis is the first study of its nature, which used SIT to explain the indirect effect of empowering leadership on employees' work engagement via OI. Furthermore, the bounding condition of leader prototypicality is also studied for the first time in the context of the indirect relationship between empowering leadership and employees' work engagement via OI. The authors note that the novel unique findings of this study have the potential to open additional further avenues of research in the field of empowering leadership.

13 citations

Journal ArticleDOI
TL;DR: In this paper, a meta-analysis was conducted to determine the factors that influence employees' organizational identification after M&A from the acquirer and acquired employees' perspective, which showed that pre-merger organization identification, trust in the merger, and procedural justice all have a positive influence on postmerger organizational identification.
Abstract: The purpose of this study is to examine the factors that influence employees’ organizational identification after M & A from the acquirer and acquired employees’ perspective. A meta-analysis was conducted to determine the factors that influence employees’ organizational identification. A total of 261 questionnaires were collected through convenience sampling from four acquirer and acquired bank employees in Taiwan (135 acquirer respondents, and 126 acquired respondents). Results from the multi-regression show that pre-merger organization identification, trust in the merger, and procedural justice all have a positive influence on post-merger organizational identification. Trust in the merger had the most significant influence for both acquiring and acquired employees. Only the expected utility in merger failed to have a significant influence on post-merger identification for both groups. Key words: M & A (mergers and acquisitions), pre-merger organizational identification, trust in merger, procedure justice, expected utility in merger, post-merger organizational identification

13 citations

Journal ArticleDOI
TL;DR: In this paper, the role of social interactions between employees of two firms in a post-acquisition context on their identification with two relevant loci of identification was examined, i.e., the acquirer group and the seller group.
Abstract: We examine the role of social interactions between employees of two firms in a post-acquisition context on their identification with two relevant loci of identification: the pre-acquisition unit and the acquirer group. We used a mixed methods longitudinal design to understand how social interaction foster dual identification. Quantitative results show that social interactions foster identification with the pre-acquisition unit and with the acquirer. Moreover, qualitative results give a finer-grained vision of social interactions. We show that situated identification develops thanks to joint objectives, deadlines, quick wins and contribution to the whole group. This paper contributes to the literature on organizational identification specifying the effects of an understudied antecedent on two loci of identification. It also contributes to the literature on the management of the post-acquisition integration process empirically confirming that social interactions are favorable in the integration process.

13 citations

Posted Content
TL;DR: This paper investigates the concomitant mediating role of perceived organizational support (POS) and organizational identification (OID) between overall justice and RFC and shows the relevance of social exchange theory to better understand how employees become ready to change in organizational settings.
Abstract: Survival in today's global economy requires organizations to be flexible and adapt readily to the ever-changing marketplace. However, more than 70% of organizational change initiatives fail, mostly due to employees' resistance to change. The literature has identified readiness for change (RFC) as an important cognitive precursor of resistance. A body of research has accordingly investigated the determinants of employees' RFC. In particular, RFC has been shown to be positively predicted by employees' perceptions of fair treatment. Little is known, however, on the mechanisms underlying this relationship. Relying on social exchange theory and social identity theory, this paper investigates the concomitant mediating role of perceived organizational support (POS) and organizational identification (OID) between overall justice and RFC. One hundred and forty-five employees of a company located in France participated in a survey-based study. Results of the path analyses indicated that POS mediates the positive effect of organizational justice on RFC, while OID does not act as a mediator in this relationship. As a whole, these results show the relevance of social exchange theory to better understand how employees become ready to change in organizational settings.

13 citations


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