Organizational identification

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

Computer simulation exploring organizational identification for contingent workers

Abstract: Purpose – Very little is known about how contingent workers' identification with an organization evolves over time. This study seeks to contribute to the literature by investigating how the emergence and strength of organizational identification is affected by four variables: duration of primacy; duration of recency; frequency of interaction with other members of the organization; and frequency of information received about the organization.Design/methodology/approach – Using a cognitive model of organizational identification grounded in memory, agent‐based modeling and NetLogo language were employed to form a model in which two groups of 567 contingent workers joined 1,134 different organizations and worked for 365 days. Correlation and multiple linear regression were used to analyze the data.Findings – Evolution of organizational identification for a contingent worker depends on how much the individual interacts with other members of the organization and how much information about the organization that ...

Employee indifference and inaction against abusive supervision: An explanation based on organizational identification theory

Abstract: Purpose The purpose of this paper is to investigate how part-time waiters perceive and respond to abusive supervision by the owner-manager of a small restaurant. Design/methodology/approach An ethnographic approach was used to collect data. One of the authors worked as a participant observer for three months. In addition, 13 interviews and three focus group discussions were conducted. Findings Data analysis showed how neutral identification based on a primary identity—liu xu sheng (overseas student)—overshadows employees’ occupational identity (waiter), which helps waiters to cope with abusive supervision. Originality/value Development and application of the concept of neutral organizational identification orientation encourages emotional suppression and reframing, leading to waiters’ indifference and acquiescence in abusive supervision. Implications are drawn for theory and the practice of managing part-time and temporary workers.

Nonprofits’ internal marketing and its influence on volunteers’ experiences and behavior: A multiple mediation analysis

Abstract: Drawing from theory and research on internal marketing as a relevant factor influencing volunteer behavior, we hypothesize that internal marketing practices are positively associated with the way v...

The moderating role of message framing on the links between organizational identification and unethical pro-organizational behavior

Abstract: Purpose The purpose of this study is to examine how – if any – does message framing moderates the previously documented positive effect of organizational identification on unethical pro-organizational behavior (UPB). Design/methodology/approach The authors used vignette methodology to manipulate message framing and organizational identification in a 2 × 2 between-subjects experimental design to test research hypotheses. In total, 332 undergraduate students in the senior year of banking and management participated in the experiment. Two-way analysis of variance was used for data analyses. Findings Message framing is found to moderate the effect of organizational identification on UPB. Organizational identification posed a stronger effect on intentions to engage UPB when a supervisor announces a critical situation by using a positively framed message than (s)he frames it negatively. Research limitations/implications Using undergraduate students as subjects is an important limitation to external validity and generalizability of the findings. More realistic field experiments can be conducted by using real employees and factual firms in future studies. Practical implications Managers should be careful when using over-motivating language to employees on critical issues. Under intense stress, a managerial message over-emphasizing “gain” can prompt highly identified employees to conduct misbehavior. Social implications Unethical behavior brings negative consequences for organizations, even if it is conducted for the benefit of the organization. To prevent any tendency toward UPB, management communication must clearly highlight the delicate boundary between being attached to the organization and going beyond the rules for the organizational goals. Originality/value The study findings shed more light on the relationship between organizational identification and UPB, allowing us to see that the relationship is not always linear. In addition to over-identification, reciprocity and neutralization processes, the framing may be another explanation to varying effect of organizational identification on UPB. Supervisors’ communication style can influence employee behavior in controversial issues linked to UPB.

Is Identification All the Same? The Differential Effects of CEO and CFO Organizational Identification on Corporate Philanthropy

Abstract: By integrating role theory and social identity theory, this study examines the differential effects of organizational identification of the chief executive officer (CEO) and the chief financial officer (CFO) on corporate philanthropy. We argue that CEO organizational identification can positively affect corporate philanthropy, whereas the opposite holds for CFO organizational identification. This is because the CEO and the CFO have varying attitudes about corporate philanthropy owing to their different role expectations; thus, those who identify strongly with their organizations would act for the best interests of the firm. Moreover, because the beliefs of top executives are probably influenced by those of other executives, we further explore the interaction between the CEO and the CFO. We propose that the positive influence of CEO organizational identification on corporate philanthropy will be weakened by CFO organizational identification, and the moderating effect of CFO organizational identification will become stronger when the CEO and the CFO have opposite genders or when the CFO has ownership. From a sample of 880 publicly traded firms in China, we found support for our hypotheses. Our study can contribute to the corporate philanthropy literature and research on executive organizational identification by highlighting the importance of executive roles and their interactions.