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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: Wang et al. as discussed by the authors introduced the concept of agile organizational identity (AOI), wherein agility is a central, enduring and distinctive characteristic of an organization, i.e. who we are and who we want to be.
Abstract: This article examines organizational identification construction inmergers and acquisitions (M&As). The majority of existing studieshave focused on antecedents and outcomes of post-mergeridentification (PMI) in Western contexts. While more and moreChinese cross-border M&As are taking place, how Chineseemployees construct PMI remains underexplored. We adopted aqualitative case study approach to investigate how Chinesemanagers construct PMI after acquiring a European company. Asthe main contribution, we introduce the concept of agileorganizational identity (AOI), wherein agility is a central, enduringand distinctive characteristic of an organization, i.e.‘who we areand who we want to be’. Ourfindings reveal that AOI isleveraged by Chinese managers to deal with their perceivedinferior status, help them cope with the change and contribute tothe construction of a strong PMI. We believe that our studyprovides a new perspective on how employees can effectivelycope with organizational change while maintaining a sense ofidentity continuity. MAD statement This article examines organizational identification construction inmergers and acquisitions (M&As). We provide novel insights byintroducing the agile organizational identity (AOI) concept,wherein the agility is a central, enduring and distinctivecharacteristic of an organization, i.e.‘who we are and who wewant to be’. To maintain such a pre-merger identity after M&As,people strive to continue changing as change is the continuity.Thus, psychological bonds between an employee and theemploying organization do not become weaker. As agility isincorporated in the organizational identity, AOI helps employeesto cope with the low status of their organization, acceptorganizational changes, and identify with the post-mergerorganization. Organizational leaders might want to foster AOI inorder to successfully conduct strategic change initiatives.

5 citations

Journal ArticleDOI
TL;DR: In this paper, the authors investigate the reasons to enhance knowledge preservation and transformation in order to facilitate the establishment of the knowledge management system and thereby enhance the global competitiveness of business and show that organizational identification, altruism, dutifulness, interpersonal harmony, and organizational resources can enhance knowledge preserving and transformation.
Abstract: The business environment is in great need of human resources for organizational transformation in recent years. Therefore, how to ensure new workers to acquire the knowledge and skills of organizational operations within a short time in order to achieve skill transfer by means of education and training are businesses faces. Therefore, this study will investigate the reasons to enhance knowledge preservation and transformation in order to facilitate the establishment of the knowledge management system and thereby enhance the global competitiveness of business. The research results show that organizational identification, altruism, dutifulness, interpersonal harmony, and organizational resources can enhance knowledge preservation and transformation. Key words: Organizational identification, altruism, dutifulness, interpersonal harmony, organizational resources

5 citations

Journal ArticleDOI
TL;DR: The authors investigated how employees' perceptions of role ambiguity might inhibit their propensity to engage in organizational citizenship behavior (OCB), with a particular focus on the potential buffering roles of two personal resources in this process.
Abstract: This research investigates how employees' perceptions of role ambiguity might inhibit their propensity to engage in organizational citizenship behaviour (OCB), with a particular focus on the potential buffering roles of two personal resources in this process: political skill and organizational identification. Survey data collected from a manufacturing organization indicate that role ambiguity diminishes OCB, but this effect is attenuated when employees are equipped with political skill and have a strong sense of belonging to their organization. The buffering role of organizational identification also is particularly strong when employees have adequate political skills, suggesting the reinforcing, buffering roles of these two personal resources. Organizations that want to foster voluntary work behaviours, even if they cannot provide clear role descriptions for their employees, should nurture adequate personal resources within their employee ranks.

5 citations

Book ChapterDOI
01 Jan 2019
TL;DR: In this article, the authors developed a model examining the relationship between three dimensions of socially responsible human resource management (SR-HRM), namely legal compliance HRM, employee-oriented HRM and general CSR facilitation HRM.
Abstract: Drawing on social exchange and social identity theories, we develop a model examining the relationship between three dimensions of socially responsible human resource management (SR-HRM), namely legal compliance HRM, employee-oriented HRM and general CSR facilitation HRM, and employee well-being (EWB). We hypothesize that all three dimensions of socially responsible human resource management affect employee well-being via organizational identification. Data were obtained from 250 employees working in banking sector. SPSS and process macro for SPSS were employed to test the hypothesized model. The results revealed that the relationship between all three dimensions of SR-HRM and EWB had an indirect effect via Organizational identification. This study makes a significant theoretical contribution to the literature as this study demonstrate the importance of SRHRM in wellbeing of the employees and fill the gap in literature by exploring the mechanism through which SRHRM affects EWB.

5 citations


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