Organizational identification

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

Impact of Perceived Corporate Social Responsibility on Organizational Citizenship Behavior: Mediating Role of Organizational Identification

Abstract: This study extends the research being carried out in the area of corporate social responsibility (CSR) and resulting extra-role employee behaviors. This paper deeply analyzes the process and mechanism through which employee perceptions of two components of CSR i.e. employee and community exhibit rewarding organizational citizenship behavior (OCB). Social identity theory presents the basis for predicting primary interventions of CSR initiatives that in this case are affective and evaluative dimensions of organizational identification, which lead towards building behaviors like OCB dimensions of sportsmanship and conscientiousness. This research model relies on a 277 employees’ data, collected from multinational and national companies of Pakistan. The analysis of the study is based on structural equation modelling to test the hypothesized relationships. Both dimensions of organizational identification partially mediate the CSR–OCB conscientiousness and CSR–employee turnover intentions links. However, in case of OCB sportsmanship only the link between perceived CSR towards community through evaluative organizational identification has been established. The other process affecting OCB sportsmanship by perceived CSR towards employees through affective organizational identification does not find any empirical support from the study. Although, all of the hypothesized direct relationships not find any empirical support from the study. Although, all of the hypothesized direct relationships proved significant. The study gives meanings to different processes and mechanisms involved in differently directed CSR initiatives and resulting employee behaviors that can lead to farther organizational success and progress. Therefore, this study is particularly beneficial for policy makers in order understand the value of different CSR initiatives even to have competitive edge as well as for researchers to explore further on different areas of CSR.

How servant leadership leads to employees’ customer-oriented behavior in the service industry? A dual-mechanism model

Abstract: Although servant leadership has been acknowledged as an important predictor of employees’ behavioral outcomes in the service industry, there is still no cohesive understanding of the positive association between servant leadership and employees’ customer-oriented behavior (COB). This research, drawing on cognitive affective processing system theory (CAPS), empirically investigates the influence of servant leadership on employees’ COB by exploring two mediators (i.e., organizational identification and vitality). We conducted two studies in China, using a cross-sectional design to survey employees in service-oriented technical organizations (Study 1) and a time-lagged design to survey hospitality employees with frontline service jobs in star-level hotels (Study 2). Across both samples, we found that servant leadership enhanced employees’ COB by simultaneously increasing their organizational identification and vitality. We discuss the implications of these results for future research and practice.

On the Front Lines: Stakeholder Threat Cues Determine How Identified Employees Cope with Scandal.

Abstract: When organizational identity is threatened as a result of scandal, highly identified members who represent the threatened organization to stakeholders have a particularly challenging and overlooked experience. Addressing a theoretical paradox, we propose that organizational identification interacts with the threat cues from stakeholders to determine employee responses. We conducted a multimethod, in vivo test of these ideas with university fundraising employees after events threatened the university’s moral identity. Interview and archival data demonstrated that stakeholders expressed identity threat to fundraisers, who experienced their own identity-related distress and engaged in both group-dissociative and group-affirming responses. Surveys of professional and student university fundraisers demonstrated that more identified employees were more distressed (e,g., felt anxious, grief, betrayed) regardless of stakeholder threat cues. Yet, when employees perceived weak threat cues from stakeholders, more identified members were less likely to dissociate from the group and more likely to affirm the group’s positive identity with stakeholders. These benefits of identification were not present when the stakeholder threat cues were strong. We discuss future research and practical implications of front-line employee identification and stakeholder cues during scandal.

The moderating effect of defensive voice belief on the curvilinear relationship between organizational identification and voice behavior in the hospitality industry

Abstract: The purpose of this study is to analyze a curvilinear U-shaped relationship between organizational identification and voice behavior. Furthermore, our study moves beyond examining these main effects by evaluating the moderating effects of an individual’s belief, that is defensive voice belief, on the proposed curvilinear relationship. Data were collected from 381 employed former graduates from the department of hospitality management in Pakistan. Multiple regression was used to evaluate the curvilinear relationship while the moderating effects of defensive voice were evaluated by the quadratic two ways interaction methods. The results confirm the proposed curvilinear relationship between organizational identification and voice behavior. The results also confirm the significant moderating effects of defensive voice, that is, at lower levels of defensive voice the “u-shaped” curve changes to a marginally convex shaped curve, while at high levels, it changes to a concave “n-shaped” curve. This study informs managers that employees are more inclined to speak up when their organizational identification is either high or low, albeit for distinct reasons. Managers could use motivational strategies to encourage employees to engage in voice behavior. Furthermore, managers should heed the influence of the beliefs of their employees on their decision to engage in voice behavior and should aim to encourage an environment where such defensive voice beliefs are less likely to develop.

The Influence of Emotional Exhaustion on Organizational Cynicism: The Sequential Mediating Effect of Organizational Identification and Trust in Organization

Abstract: Although many scholars have investigated the influence of emotional exhaustion on an organization, there has been relatively minimal research regarding emotional exhaustion’s impacts on organizational cynicism as well as the underlying mechanisms of it. Considering the research gaps, we attempt to find underlying mechanisms that drive the relationship between emotional exhaustion and organizational cynicism in the present research. In particular, we propose a sequential mediation model that investigates the relationship between emotional exhaustion and the sub-dimensions of organizational cynicism with the sequential mediating of organizational identification and trust in the organization. In order to empirically test these links, we utilized two waves lagged study design with 465 employees working in different sectors in Turkey. Our results provide empirical support that organizational identification and trust in an organization sequentially mediate the relationship between emotional exhaustion and cognitive cynicism with affective cynicism. However, the indirect effect of emotional exhaustion on behavioral cynicism through sequential mediators was not statistically significant. This study theoretically and empirically contributes to the emotional exhaustion literature by revealing the sequential mechanisms through which employees’ perceptions of emotional exhaustion affect their cynical attitudes in organizations and offers practical implications by stressing the importance of employees’ perceptions of emotional exhaustion. Theoretical and managerial implications are discussed, along with limitations and future research directions.