Topic
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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01 Jan 2012
TL;DR: In this paper, the authors present the background of the problem and the importance of the research. But they do not discuss the solutions of the problems in detail, and the organization of their research.
Abstract: vii Chapter One: Introduction 1 Background of the Research 1 Statement of the Problem 2 Significance of the Research 6 Organization of Chapter
7 citations
TL;DR: This article found that a positive relationship exists between favorable perception of a firm and employees' job satisfaction: the more positively an organization is perceived, the more positive an employee's job satisfaction is.
Abstract: Previous research has found that a positive relationship exists between favourable perception of a firm and employees’ job satisfaction: the more positively an organization is perceived, the happie...
7 citations
TL;DR: The structural relations explained a small percentage of the variability of organizational identification, showing that the self and hetero-perception are presented as relevant factors in professional identification with the organization.
Abstract: OBJECTIVE: to analyze the degree of influence of the organizational identification on the experiences of pleasure and suffering of women who are members of the nursing staff of two general hospitals in Belo Horizonte. METHOD: a quantitative study was conducted with 97 nurses and 414 nursing technicians chosen by convenience in their workplaces. We used a self-administered questionnaire containing four Likert-type scales: self and hetero-perceptions; identification with the organization; and experiences of pleasure and pain at work. RESULTS: the structural relations explained a small percentage of the variability of organizational identification, showing that the self and hetero-perception are presented as relevant factors in professional identification with the organization. When considering how much the self and the hetero-perception and organizational identification all together impact in the experiences of pleasure and pain, a higher explanatory power is observed for: professional exhaustion, lack of recognition, freedom of expression and professional achievement.
7 citations
TL;DR: In this paper, the authors examined how four organizational antecedents affect the organizational identification and in-role and extra-role performance of Hong Kong business school faculty and found that OI was positively associated with two antecedent only.
Abstract: The authors examine how four organizational antecedents affect the organizational identification (OI) and in-role and extra-role performance of Hong Kong business school faculty. OI was tested to be a mediator. The survey results indicated a high level of OI, consistent with the collectivist cultural value of Chinese employees. However, OI was positively associated with two antecedents only. And contrary to the existing literature that OI only affects extra-role behavior, OI was positively associated with both consequences. The data did not support OI as a mediator. Further research in the Chinese context and extension of studies with additional variables are recommended.
7 citations
TL;DR: The authors found that structural links are more likely to foster cross-unit ties when organizational identification is high and unit identification is low, whereas lateral transfers are more often likely to result in cross unit ties when both organizational identification and unit ID are high.
Abstract: Cross-unit ties-relationships that facilitate discretionary information sharing between individuals from different business units-offer a range of organizational benefits. Scholars argue that organizations can promote cross-unit ties by: (a) formally bringing together individuals from different business units into structural links (e.g., cross-unit strategic committees) to encourage the formation of new cross unit ties and, (b) transferring individuals across units, which can increase cross-unit interaction when ties to the prior unit are maintained. This study considers the notion that the success of these formal interventions in fostering cross-unit interaction is contingent on identification with the local unit relative to identification with the broader organization. Specifically, we propose that structural links are more likely to foster cross-unit ties when organizational identification is high and unit identification is low. In contrast, lateral transfers are more likely to result in cross-unit ties when both organizational identification and unit identification are high. We find general support for these propositions in data obtained from a sample of senior leaders of a Fortune 200 agribusiness company before and after a restructuring designed to stimulate cross-unit information sharing. Our model and results make important contributions to our understanding of the relationship between formal and informal structure and reconcile conflicting views regarding the moderating effect of unit identification on intergroup relations.
7 citations