Organizational identification

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

Serious Games, Health, and Organizing

Abstract: This chapter examines the intersections of organizational theory, serious games, and health interventions and suggests areas of focus to incorporate games-based approaches into research on health in organizations. It also explains how different industries have used games to facilitate and maintain relationships, the unique features of games that can achieve organizational goals, the theoretical constructs that can explain how games can affect health-based outcomes, and propose future directions for organizational research. Serious games represent an effective strategy for health organizations to encourage members, communities, and individuals to engage with, process, and internalize health-based messages. The formal features of games allow for a more interactive form of engagement with health messages than traditional health communication intervention materials. Many members of health organizations, nonprofit charities in particular, are volunteers who work infrequently and often outside of formal organizational spaces and may not experience the types of organizational identification that other, more traditional workers perceive.

Differentiating Organizational Identification and Dis-identification of Employees Through A Nomological Network

Abstract: Workers form their own work-related identity through identification and dis-identification with their organizations,and the processes depend on their perceptions of their organizations' identity.Workers' motivation to identify or dis-identify with an organization is to enhance their self-esteem.However,an organization has rich identity elements,making it possible that a worker can identify with some but dis-identify with others at the same time.The construct of organizational identification has been comprehensively studied in the literature,but the construct of organizational dis-identification needs much conceptual clarification,theoretical elaboration,and empirical exploration.Organizational dis-identification is a unique construct,different from though relevant to organizational identification.In our nomological network,organizational identification and dis-identification have different antecedents and consequences.Survey data came from 250 workers in five firms in Southwest China.Workers reported their perceptions on organizational prestige,procedural justice,organizational identification,organization dis-identification,loyalty boosterism,and organizational expedience.These scales were either previously validated in their Chinese version or back-translated using double-blind procedures.All scales satisfied the traditional psychometric properties.Out of a structural equation model,results supported all the hypotheses.Perceived organizational prestige positively predicted organizational identification,which in turn positively predicted loyalty boosterism actions toward organizations.Procedural justice negatively predicted organizational dis-identification,which then positively predicted workers' expedient behaviors.The model fit indices satisfied the conventional criteria.In addition,a series of nested structural equation models indicated that organizational identification and dis-identification are distinct—combining them will make the model much worse and the fit indices unacceptable.In conclusion,organizational identification and dis-identification are different constructs.Theoretically,the nomological network proposed the different antecedents and consequences.Empirically,treating them as distinct constructs fit the data much better than dealing with them as one.The differentiation of these two constructs,especially research on organizational dis-identification,has great implications to management practices of organizations.

Nested identities and identification in higher education institutions—the role of organizational and academic identities

Abstract: Abstract Academic staff hold multiple identities by relating to the organization and to their profession. Merging higher education institutions involves organizational changes which may impact identities of academic staff. This paper studies potential impacts on staff perceptions of their organizational and academic identities through a 2-year in-depth study of a merger between a large university and three university colleges in Norway. We find that academics have multiple nested identities and engage in identification at different levels. While they may identify with the new organization, they may simultaneously experience tensions and pressures on their academic identity, or they may have strong academic identity and low identification with the new organization. Moreover, space to develop local accommodations in the new organization and access to symbolic resources plays significant roles in the identification processes.