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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.


Papers
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Journal ArticleDOI
TL;DR: Li et al. as discussed by the authors explored the influence of perceived corporate social responsibility on the employee-corporate relationship (organizational trust, organizational identification) and subsequent well-being of employees and their engagement in green workplace behaviors.

190 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined the characteristics of worker identification with two targets at the same time: the workers' self-managing team and the larger organization that created the teams.
Abstract: This study examines the characteristics of worker identification with two targets at the same time: the workers' self-managing team and the larger organization that created the teams. We administered the Organizational Identification Questionnaire in such a way as to tap levels of identification with each target and used the results of an ethnographic study of the subjects to enhance our analysis. Our data suggest that workers identified more strongly with their team than with their company, particularly in terms of loyalty. In addition, long-term workers reported more identification with both their team and company than did short-term workers. The results support the assertion that a concertive (or team-based) system of control is more powerful, even if less obtrusive, than its bureaucratic predecessor.

189 citations

Journal ArticleDOI
TL;DR: Li et al. as mentioned in this paper proposed a moderated mediation model with organizational identification as the mediator of the relationship between LMX and job satisfaction, and with job security as the moderator on such positive indirect link between leader-member exchange (LMX) and organizational identification, and tested their hypotheses using a two-phase survey data collected from 306 employees of two companies in southern China.
Abstract: This study examines the influence of leader�member exchange (LMX) on employee organizational identification and job satisfaction. Drawing upon the current literature of social identity theory, we propose a moderated mediation model with organizational identification as the mediator of the relationship between LMX and job satisfaction, and with job security as the moderator on such positive indirect link between LMX, organizational identification, and job satisfaction. We tested our hypotheses using a two-phase survey data collected from 306 employees of two companies in southern China. Implications of our findings for research and practice are discussed.

188 citations

Book ChapterDOI
Rolf van Dick1
28 Jan 2005
TL;DR: In this paper, the authors give an overview of the antecedents, elements, and consequences of social identification in organizational contexts and thus the relevance of the concept for the analysis of organizational behavior.
Abstract: Due to growing globalization, cross-national alliances, (international) organizational mergers, restructuring, delayering, or outsourcing, one could assume that the psychological bond between employee and employing organization has become weaker. Also, new forms of work and enterprises like telecommuting or other types of virtual organizations should psychologically distract employees even more from their organizations. One could also argue, however, that some kind of psychological attachment between organization and organizational member is more important for both the individual’s well-being and the organization’s success because of these rapid changes. The present overview of organizational identification argues in exactly this direction and holds some empirical evidence for this (e.g., Wiesenfeld, Raghuram, & Garud, 2001). The aim of this chapter is to give an overview of the antecedents, elements, and consequences of social identification in organizational contexts and thus the relevance of the concept for the analysis of organizational behavior. This will be done particularly in two domains where change processes are going on steadily and increasingly— organizational mergers and group productivity.

188 citations

Journal ArticleDOI
TL;DR: This article developed a mediated moderation model that explains how and under which conditions perceived CSR affects employees' organizational identification, and tested the model by carrying out a three-wave longitudinal study on employees of an international utility company.
Abstract: Despite the increasing attention to corporate social responsibility (CSR) in the management literature, little is known about the mechanisms and boundary conditions explaining employees' responses to CSR. Drawing on social identity and cue consistency theory, we develop a mediated moderation model that explains how and under which conditions perceived CSR affects employees' organizational identification. We test the model by carrying out a three-wave longitudinal study on employees of an international utility company. The findings indicate that perceived CSR interacts with overall justice to predict organizational identification through the successive mediation of perceived external prestige and organizational pride. The study clarifies and advances some of the theoretical foundations surrounding the micro-level approach of CSR and has key implications for management research and practice. [ABSTRACT FROM AUTHOR]

187 citations


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