Organizational identification

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

Transformational Leadership and Follower’s Unethical Behavior for the Benefit of the Company: A Two-Study Investigation

Abstract: Although the ethical dimension of transformational leadership has frequently been discussed over the last years, there is little empirical research on employees’ ethical behavior as an outcome of transformational leadership. This two-study investigation examined the relationship between transformational leadership and unethical yet pro-organizational follower behavior (UPB). Moreover, mediating and moderating processes were addressed. Our research yielded a positive relationship between transformational leadership and employees’ willingness to engage in UPB. Furthermore, both studies showed employees’ organizational identification to function as a mediating mechanism and employees’ personal disposition toward ethical/unethical behavior to moderate the relationship between organizational identification and willingness to engage in UPB. Altogether, results indicate transformational leadership to entail a certain risk of encouraging followers to contribute to their company’s success in ways that are generally considered to be unethical. Implications regarding the ethical dimension of transformational leadership are discussed.

Antecedents of organizational identification in multinational corporations: fostering psychological attachment to the local subsidiary and the global organization

Abstract: This article reports the results of an empirical case study of the antecedents of organizational identification among local managers in a multinational corporation (MNC). Organizational identification, which refers to an individual's psychological attachment to the organization, has gained increasing attention because of its assumed link with behaviour associated with enhanced organizational performance. Yet little work has been done on what fosters organizational identification, particularly within the context of a MNC. Moreover, there is empirical evidence showing that managerial employees of MNCs draw a distinction between their local subsidiary and the global organization as manifest in separate group identifications. This suggests that there may be differential sets of antecedents of identification with the local subsidiary and with the global organization. The results of the present study indicate that there are different sets of factors that promote identification with the local and global levels o...

Reconsidering the Organizational Identification Questionnaire

Abstract: This study investigates the internal dimensions of the Organizational Identification Questionnaire (OIQ). Results of factorial analytic tests of cross-sectional and longitudinal data indicate that the OIQ is unidimensional across organizations and time, but that only 12 of 25 items contribute meaningfully to the scale. Furthermore, these 12 items essentially constitute an affective measure of organizational commitment, not organizational identification as theorized. A discussion of these results examines the implications of these findings toward the future use of the OIQ scale.

Green Human Resource Management and Employee Green Behavior: An Empirical Analysis

Abstract: This study was conducted with an objective to understand the role of green human resource management (GHRM) in fostering environmental performance of employee. Specifically, it examines the impact of GHRM practices on employee green performance behaviors (task related and voluntary) with organizational identification as a mediator and employee personal environmental values and gender as moderators. Three hundred one employee from automobile sector in India participated in the study. Using cross‐sectional research design, the proposed research model was tested with the help of hierarchical regression analysis. GHRM was found to significantly predict both task‐related and voluntary employee green behaviors. Organizational identification significantly mediated the effect, whereas gender and environmental values failed to moderate the relationship between GHRM and employee green behaviors. The study signifies the role of HRM in achieving environmental sustainability and emphasizes on the urgent need to embed sustainability dimension into HR systems to achieve sustainable development goals.

Empowering Employee Sustainability: Perceived Organizational Support Toward the Environment

Abstract: This paper contributes to the ongoing discussion of sustainability behaviors by introducing the construct of perceived organizational support toward the environment (POS-E). We propose and empirically test an integrated model whereby we test the association of POS-E with employees’ organizational citizenship behaviors toward the environment (OCB-E) as well as to job attitudes. Results indicated that POS-E was positively related to OCB-E, job satisfaction, organizational identification, and psychological empowerment, and negatively related to turnover intentions. We also found that psychological empowerment partially mediated the relationship between POS-E and the dependent variables. We discuss the theoretical implications as well as practical implications for managers seeking to encourage sustainability in their organizations.