Organizational identification

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

A model of dual organizational identification in the context of the multinational enterprise

Abstract: Integrating organizational behavior research on Social Identity Theory (SIT), Self-Categorization Theory (SCT), and organizational identification with international management research, we develop a model of dual organizational identification (DOI) for subsidiary managers in multinational enterprises (MNEs). We conceptualize the DOI construct in terms of relative magnitude and form and then present a model that specifies a set of contextual antecedents at the organizational and country levels of analysis as well as individual and organizational level consequences related to subsidiary manager role issues. Specifically, we suggest that type of MNE impacts the relative magnitude of DOI, while type of MNE, cultural distance, and institutional distance affect the form of DOI. In turn, relative magnitude of DOI is posited to impact fulfillment of subsidiary manager roles, subsidiary-parent cooperation, and knowledge transfer. Form of DOI affects the experience of role conflict by subsidiary managers. We conclude with a discussion of the contribution of our model to the organizational behavior and international management literatures, its implications for research, and some possible theoretical extensions. Copyright © 2007 John Wiley & Sons, Ltd.

Corporate Social Responsibility, Employee Organizational Identification, and Creative Effort: The Moderating Impact of Corporate Ability

Abstract: A growing body of research examines whether and how corporate social responsibility (CSR) leads to positive employee attitudes and work behaviors. While previous research suggests that CSR improves employee loyalty, motivation, satisfaction and commitment, little research examines how CSR affects employee creativity. In addition, considerable skepticism remains regarding the significance of CSR in relation to employee attitudes and behaviors and of the potential contingencies that intervene in these relationships. In this study, we argue that the impact of CSR on employee creativity is contingent upon a focal firm’s corporate ability (CA), i.e., its expertise in producing and delivering its products/services. Specifically, we argue that corporate ability not only influences employee organizational identification, hence employee creativity, but also affects how employees react to CSR. We test our arguments within a sample of professional workers in the telecommunication sector in Spain and find strong support for the proposed model.

How leadership enhances employees’ knowledge sharing: the intervening roles of relational and organizational identification

Abstract: Knowledge exchange among employees is crucial to organizational effectiveness. Leadership can enhance or detract from employees’ willingness to share knowledge. This study examines how leadership affects knowledge sharing in a knowledge-intensive work setting. It proposes and tests a model which posits that (1) transformational leadership affects the extent to which employees identify with their manager; (2) this relational identification, mediated by the quality of LMX (Leader-Member Exchange), leads to greater identification with the organization and its goals, which in turn results in greater knowledge sharing. The sample consisted of two hundred and three R&D employees engaged in advanced technological projects. Path analysis results indicated that there are both direct and indirect (through LMX) relationships between transformational leadership and relational identification: relational identification promotes organizational identification which, in turn, is positively related to knowledge sharing. These results highlight the importance of transformational leadership and LMX for promoting relational and organizational identification, thereby facilitating employee knowledge sharing.

Relationships between transformational and active transactional leadership and followers’ organizational identification: The role of psychological empowerment.

Abstract: We examined the underlying processes through which transformational and active transactional leadership affects followers’ organizational identification in a survey study. Using a sample of managers across different industries, we found that followers’ psychological empowerment, including competence, impact, meaning, and self-determination, partially mediated the effect of transformational leadership and active transactional leadership on followers’ organizational identification. Furthermore, transformational leadership explained variance in followers’ organizational identification and psychological empowerment above and beyond active transactional leadership. These findings provide additional support for transformational leadership theory by demonstrating a motivational mechanism through which followers identify with their organizations. Theoretical contributions and practical implications are discussed.

The Development and Longitudinal Test of a Model of Organizational Identification

Abstract: This study proposed and tested a theoretical model of the organizational identification process using a sample (N= 198) of electric utility employees. Based upon a longitudinal design, results indicated that the antecedents of perceived role-related characteristics and construed external image were related to employees' identification with their organization, while perceived motivating job characteristics were not. Additionally, organizational identification was positively related to the employees' intention to remain within the organization. Implications for research and practice are discussed.