Organizational identification

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

Linking Perceived Organizational Support to Organizational Identification: Role of Organization Based Self-Esteem

Abstract: Perceived organizational support has been a widely studied construct during the past three decades, and it has been linked to organizational identification. However, not many studies have investigated this link. This study aimed to explain this relationship through organization based self-esteem and empirically examined the relationship between organization-based self-esteem and organizational identification, which has also not been studied adequately. Hence, inter-relations among the perceived organizational support, organization-based self-esteem, and organizational identification were studied in depth. The present study proposed the hypothesis that perceived organizational support and organization-based self-esteem are positively linked to organizational identification. Further, it examined the hypothesis that organization-based self-esteem will mediate the relationship between perceived organizational support and organizational identification. The data was collected from 325 employees, of which 75 respondents were females, using established scales. Overall, 75 percent of the respondents were less than 40 years of age and 66 percent of the respondents had at least 3 years of work experience. Structural equation modelling and regression analysis were used to analyze the data. The results from the data supported the hypothesized relationships. The model fit indices of both the direct and the indirect models were acceptable. Moreover, the regression analysis results also indicated partial mediation, indicating that organization based self-esteem partially mediated the relationship between perceived organizational support and organizational identification. The managerial implications of the findings are also discussed. Keywords: Perceived Organizational Support, Organization Based Self-Esteem, Organizational Identification To cite this document: Sumit Kumar Ghosh, "Linking Perceived Organizational Support to Organizational Identification: Role of Organization Based Self-Esteem", Contemporary Management Research, Vol.12, No.2, pp. 225-244, 2016. Permanent link to this document: http://dx.doi.org/10.7903/cmr.15765

Examining the Moderating Effects of Organizational Identification between Human Resource Practices and Employee Turnover Intentions in Indian Hospitality Industry

Abstract: This paper presents an employee turnover intention model, which examines the effects of frontline employees’ perceptions of human resource practices (recruitment, selection, training, career growth opportunities, performance appraisal and compensation) on ...

Paternalistic leadership and idiosyncratic deals in a healthcare context

Abstract: Reflecting a behavioral orientation specific to leaders in Confucian-based cultures, paternalistic leadership appears relevant to the Vietnamese business context. Taking healthcare organizations in Vietnam as a source of data collection, the purpose of this paper is to seek an insight into the relationship between paternalistic leadership and idiosyncratic deals (i-deals) among clinical members.,The data were harvested from 1,182 clinical employees and 168 direct supervisors from 19 hospitals in Ho Chi Minh City, Vietnam.,The data analysis revealed that authoritarian leadership behaviors displayed a weak negative link with employees’ i-deals, while the benevolence and morality dimensions of paternalistic leadership exhibited positive relationships with i-deals. The research results also provide evidence for the roles of organizational identification and role breadth self-efficacy (RBSE) in mediating the relationships between paternalistic leadership dimensions and i-deals. The current study also verified the utility of employees’ flexible role identity as an enhancer of both the relationship between organizational identification and i-deals, as well as of the relationship between RBSE and i-deals.,This study extends the leadership literature by unveiling the role of paternalistic leadership in fostering i-deals among clinicians through organizational identification and RBSE as dual mediation paths as well as flexible role identity as a moderator of the relationship between both organizational identification and RBSE and i-deals.

Erratum to: Abusive Supervision and Subordinate Proactive Behavior: Joint Moderating Roles of Organizational Identification and Positive Affectivity

Abstract: Drawing on the transactional model of stress, we propose that organizational identification and positive affectivity moderate the relationship between abusive supervision and proactive behavior. In Study 1, we collected data from a sample of 165 dentists and 41 supervisors in two Chinese hospitals. In Study 2, we used a sample of 226 employee-supervisor dyads from a large Chinese transportation company. The results of two studies showed that the interaction between abusive supervision and organizational identification on proactive behavior (personal initiative in Study 1 and organizational proactive behavior in Study 2) occurred only when positive affectivity was high. We discuss theoretical and managerial implications and indicate future research directions.

The impact of foreign ownership and control on the organizational identification of host country managers working at MNC subsidiaries

Abstract: This study builds on social identity and self-categorization theories to examine how foreign ownership and control affect the organizational identification (OI) of host country national managers working at local subsidiaries of multinational corporations (MNCs). We suggest that the degree of foreign ownership and the extent of the foreign parent’s control over the subsidiary have negative effects on the strength with which the host country managers identify with the foreign-owned firm. The results from analyses of a sample of 428 Korean managers working at 43 MNC subsidiaries in Korea demonstrate the negative relationships between foreign ownership share and control, as exerted through mechanisms such as the centralization of decision-making authority by foreign headquarters and the assignment of expatriates to subsidiaries, and the OI of the host country managers. In addition, we found that the extent to which the foreign firm is perceived as being socially responsible within the host country mit...