Topic
Organizational identification
About: Organizational identification is a research topic. Over the lifetime, 1988 publications have been published within this topic receiving 97047 citations.
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21 Sep 2019
TL;DR: In this paper, the authors focused on the question of how the relationship between strategic leadership concept and organizational identification and intention to quit the job, and they conducted a survey on the telecommunication sector employees in Istanbul.
Abstract: This study aims to deal with understanding of strategic leadership considering the competitors and the environment, organizational identification of employee engagement, and intention to quit the job for various reasons. The research focuses on the question of how the relationship between strategic leadership concept and organizational identification and intention to quit the job. A survey was conducted on the telecommunication sector employees in Istanbul. In the study; Pisapia (2006) 's Strategic Leadership Scale; Mael & Ashforth (1992)'s Organizational Identification Scale and Mobley, Horner & Hollingsworth (1978)’s Intention to Quit the Job Scale were used. In the factor analysis, two questions with factor loads below 0.50 were omitted from the Strategic leadership scale. The intention to quit and the organizational identification scales were confirmed by factor analysis in one-dimensional structures. As a result of the regression analysis, there was no significant effect of organizational strategic leadership on organizational leadership. It has been determined that the other three sub-dimensions of strategic leadership significantly affect organizational identification. Moreover, it was found that the transformational strategic leadership had no significant effect on the intention to quit; the other three dimensions had a significant effect on the intention to quit. In the study, it was determined that there was a positive relationship between strategic leadership and organizational identification and a negative relationship between strategic leadership and intention to quit the job. There were also significant relationships between organizational identification and intention to quit.
1 citations
Journal Article•
TL;DR: A survey showed that member identification has a strong dependence and that organizational identification is not closely related to organizational citizenship behavior, which means in market economy unit administrative integration mechanism will necessarily brings organizational identification crisis.
Abstract: A survey shows that member identification has a strong dependence and that organizational identification is not closely related to organizational citizenship behavior,which means in market economy unit administrative integration mechanism will necessarily brings organizational identification crisis.Related theories and practices show that only starting from the double-win of both organizations and members can real member identification be motivated.The system of member stockholding is important to improve member identification and organizational administrative integration.
1 citations
08 Oct 2007
TL;DR: Wang et al. as mentioned in this paper investigated relationships between Chinese employee's turnover intentions and organizational identification (OI), work values and job satisfactions in a sample of 330 from 25 firms in service industry.
Abstract: This study investigated relationships between Chinese employee's turnover intentions and organizational identification (OI), work values and job satisfactions in a sample of 330 from 25 firms in service industry. All of subjects are distributed from service industries. The service firms include professional service firms and traditional service firms. The study aims to discuss mediating effect of job satisfaction, and moderating effect of work values between job satisfaction and turnover intentions. The result shows that OI (beta=-.27***, P<.001), job satisfactions (beta=-.47***, P<.001) are robust predictors of turnover intentions; Job satisfaction completely mediated relationship between OI and turnover intentions. Work values include payment value, social status value, intrinsic value and promotion value. Social status value positively moderates relationship between job satisfaction and turnover intentions (beta=.26***, P<.001).
1 citations
01 Aug 2008
TL;DR: In this paper, the authors examine organizational identification and the two identity-based motivations of self-enhancement and self-categorization in employees, focusing on employees' perception of a...
Abstract: The article examines organizational identification and the two identity-based motivations of self-enhancement and self-categorization in employees. The discussion focuses on employees' perception a...
1 citations
TL;DR: Li et al. as discussed by the authors explored the moderating role of moral identity in the relationship between self-serving leadership and employees' organizational identification, and found that moral identity negatively moderates the influence of selfserving leadership on employee workplace deviance.
Abstract: Self-serving leadership is a typical example of destructive leadership that has negative effects on its subordinates and organization. According to social identity theory, we propose a theoretical model that self-serving leadership induces employee interpersonal deviance and organizational deviance through organization identification, and we explore the moderating role of moral identity in this relationship. Based on survey data collected from 377 questionnaires by using a three-wave time lagged design, structural equation modeling results showed that (1) there was a significant positive correlation between self-serving leadership and employees’ deviant behavior, (2) organizational identification partially mediates the relationship between self-serving leadership and employees’ deviant behavior, and (3) employees’ moral identity negatively moderates the relationship between self-serving leadership and employees’ organizational identification. The findings further extend the research on the influence of self-serving leadership on employee workplace deviance. They also reveal the mechanisms and boundary conditions of the effect of self-serving leadership on employee workplace deviance.
1 citations