Organizational identification

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

Outcomes of talent identification in economically liberalized India: Does organizational justice matter?

Abstract: Organizations in economically liberalized India face substantial challenges regarding the engagement and turnover of talent. By exploring the outcomes of the firm-level management practice of talent identification, we uncover the effects of identifying valuable employees as high potential. Adopting an organizational justice lens, we consider the social exchange consequences of talent identification for those identified either as high potential or non-high potential, examining how perceived organizational justice moderates the relationship with employee engagement/turnover intention. Based on data from 331 employees in two large organizations in India, perceptions of distributive, procedural, and interactional justice in this highly competitive labor market are found to moderate the relationship between talent identification and work engagement, while distributive justice moderates the relationship with employee turnover intention. The study identifies novel conditions under which talent identification might avoid the negative outcomes associated with an exclusive approach to talent management, commonly adopted in Indian organizations.

What governs directors’ monitoring behavior in China? The influence of director social identification, learning goal orientation, and avoidance orientation

Abstract: Drawing together literature on corporate governance, organizational behavior, and educational psychology, and using survey data from a sample of 300 Chinese company directors, this study examines the mediating role of director learning goal orientation in linking two widely-acknowledged director social identifications (identification with the organization and identification with executive-agents) and a key director task behavior, namely the monitoring of executive-agents. We also investigate the moderating role of director avoidance orientation in influencing this mediation since a predisposition to avoid loss of “face” is widely posited as having particular relevance in the Chinese context. Results show, first, that directors with stronger organizational identification monitor executive-agents more diligently than those with stronger executive-agent identification. Second, we find that while learning goal orientation mediates the positive effects of both organizational identification and executive-agent identification on monitoring, the mediated indirect effect of organizational identification on monitoring is stronger than the mediated indirect effect of executive-agent identification on monitoring. Third, results show that the indirect effects are stronger when director avoidance orientation is low. These findings underscore the importance of director social identification and learning goal orientation in inducing director monitoring in the Chinese context, as well as the worth of selecting directors who exhibit a low disposition to avoidance.

No longer a family: Employee perceptions of organizational culture of a Russian English-Medium instruction university

Abstract: The purpose of this paper is to examine the impact of a perceived organizational culture on organizational identification and commitment of employees of a Russian university that is transforming to become an English-medium instruction (EMI) university.,Data were collected between February and March 2018, via an online survey that was disseminated among 115 new employees; 90 were completed and used for analyses. The survey included three scales.,Employees of the EMI university perceived its culture as market, which is not a common characteristic of universities that usually have a clan culture. The study has also demonstrated a discrepancy between the perceived (market) and the preferred (clan) organizational culture. The study has also showed that a clan, and not a market, culture strengthens employee organizational commitment and identification.,Most research has examined EMI universities from the perspectives of teaching and learning. This study contributes to the limited conceptual and theoretical base around these universities by examining their processes from a perspective of management. This paper suggests that the adoption of English as a medium of instruction requires organizational change that leads to change in organizational culture.