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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, the authors analyzed pre-migration adaptation among highly skilled self-initiated foreign employees (SFEs) of the EU Chemicals Agency in Finland.
Abstract: This study analyzes pre-migration adaptation among highly skilled self-initiated foreign employees (SFEs) of the EU Chemicals Agency in Finland (N = 95). Organizational, expatriate and acculturation perspectives were integrated to develop a model of factors predicting SFEs' psychological, socio-psychological and work adaptation in the pre-migration stage. Previous international work experience, perceived organizational prestige, satisfaction with the time, information and assistance to prepare for the relocation and quality of contact with Finns during recruitment positively predicted SFEs' pre-migration adaptation. European identification, self-esteem and relocation stress acted as mediators. The study emphasized the importance of a multidimensional approach to SFE adaptation prior to relocation.

13 citations

Journal ArticleDOI
TL;DR: In this paper, the mediating role of organizational identification (OI) on the relationship between organizational justice (OJ) and turnover intention (TI), as well as the moderation role of psychological contract fulfillment (PCF) in those relationships were examined.
Abstract: The purpose of this study is to examine the mediating role of organizational identification (OI) on the relationship between organizational justice (OJ) and turnover intention (TI), as well as the moderating role of psychological contract fulfillment (PCF) in those relationships.,Data were collected from 339 employees of a financial institution in Turkey. Regression analyses were conducted to investigate a moderated mediation model.,This study found that OI was partially mediated the relationship between OJ and TI. The results also indicated that the indirect effect of OJ on TI through OI was moderated by PCF.,The generalizability of the findings is limited. As this study is cross-sectional, causal inferences cannot be inferred regarding the hypothesized relationships.,To reduce TI, organizations should ensure the fair allocation of resources and rewards among employees. Moreover, organizations should pay attention to the expectations of employees and the promises made to them in an attempt to fulfill psychological contract obligations.,This study explores the mediating role of OI in the relationship between OJ and TI. In addition, this research sheds light on the moderating role of PCF in this mediation model.

13 citations

Journal ArticleDOI
TL;DR: It is argued that cheating can have damaging consequences for individuals and their social relationships by eliciting shame, which can reduce the extent to which individuals value receiving justice-a critical facilitator of social relationships in the workplace.
Abstract: Scholars have devoted significant attention to investigating when and why people cheat in organizations. However, there is increasing recognition that these behaviors can be difficult to eradicate, which points to the importance of understanding the consequences of cheating. Given that cheating violates moral norms that govern social relationships, it is critical to understand how cheating can influence social dynamics in the workplace. Drawing upon appraisal theories, we argue that cheating can have damaging consequences for individuals and their social relationships by eliciting shame. In turn, shame can reduce the extent to which individuals value receiving justice-a critical facilitator of social relationships in the workplace. We test our predictions across 6 studies using different samples and methodologies. In Study 1, we find that cheating is negatively associated with the importance people place on others upholding justice for them (i.e., overall justice values). In Studies 2-6, we demonstrate that shame plays a mediating role in this relationship, even in the presence of guilt and embarrassment. In Studies 3-5, we identify organizational identification as a moderator and show that the effect of cheating on shame is stronger for those with high (vs. low) identification. Theoretical implications include the importance of identifying the outcomes of cheating for individuals within organizational contexts, understanding the functional and dysfunctional consequences of shame, recognizing the differential effects of discrete emotions, and elucidating the role of identity within the context of cheating. We conclude with practical recommendations for managing cheating behaviors and their outcomes in the workplace. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

13 citations

Book ChapterDOI
01 Jan 2013
TL;DR: The authors examined the effect of perceived corporate social responsibility (CSR) on employees' affective organizational commitment through the mediation of organizational trust and organizational identification, and posited a curvilinear relationship between CSR and organizational trust.
Abstract: We examine the effect of perceived corporate social responsibility (CSR) on employees’ affective organizational commitment through the mediation of organizational trust and organizational identification. In so doing, the paper advances current understanding by positing a curvilinear relationship between CSR and organizational trust. We further suggest that employees use different processes to develop commitment to their companies’ CSR initiatives. The test of the research model relies on data collected from 378 employees in South Asia. We used REBUS-PLS algorithm and identified three homogeneous employee groups that can be further differentiated in terms of work-related attitudes and behaviors.

13 citations

Journal ArticleDOI
TL;DR: In this paper, the authors conducted a meta-analysis and found that TFL is more strongly associated with leader identification than with organizational identification or team identification, and that leader identification mediates the relationships between TFL and collective identifications.
Abstract: Employees’ identifications are a valuable asset for modern organizations, and identification research has stressed the necessity to distinguish identifications according to their focus (i.e. organizational, team, or leader identification). Interestingly, transformational leadership (TFL) has been proposed to unfold its effects by transforming followers’ identifications and could thus be a powerful way to actively manage identification. However, it remains unclear whether TFL affects identifications with different foci similarly or whether it predominantly influences a specific focus. To resolve this puzzle, the authors conducted a meta-analysis (k = 73; N = 20,543) and found that TFL (and each TFL sub-dimension) is more strongly associated with leader identification than with organizational identification or team identification. By presenting a comprehensive model of TFL's effects on identifications, we show that leader identification mediates the relationships between TFL and collective identifications (i.e. organizational identification or team identification), illustrating that relational identification plays a crucial role in subsequently shaping collective identifications. Implications for research and practice are discussed.

13 citations


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