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 Mar 2000
TL;DR: In this paper, the effects of employee communication and perceived external prestige (PEP) on organizational identification were evaluated, and it was shown that employee communication affects organizational identification more strongly than PEP, suggesting that the importance of how an organization communicates internally is even more vital than the question what is being communicated.
Abstract: textEmployees' Organizational Identification (OI) is measured in a customer service organization. Particularly the effects of employee communication and perceived external prestige (PEP) on OI were evaluated. Results show that employee communication affects OI more strongly than PEP. One aspect of employee communication, the communication climate, appears to play a central role: it mediates the impact on OI of the content of employee communication. These results suggest that the importance of how an organization communicates internally is even more vital than the question what is being communicated. Consequences of the results for managing and synchronizing internal and external communication are discussed.
1,047 citations
TL;DR: In this paper, an ethnographic study of distributors for Amway, a network marketing organization, examines the practices and processes involved in managing members' organizational identification and shows that this organization manages identification by using two types of practices: sensebreaking practices that break down meaning and sensegiving practices that provide meaning.
Abstract: An ethnographic study of distributors for Amway, a network marketing organization, examines the practices and processes involved in managing members' organizational identification. It shows that this organization manages identification by using two types of practices: sensebreaking practices that break down meaning and sensegiving practices that provide meaning. When both sensebreaking and sensegiving practices are successful, members positively identify with the organization. When either sensebreaking or sensegiving practices fail, members deidentify, disidentify, or experience ambivalent identification with the organization. A general model of identification management is posited, and implications for both theory and practice are offered.
996 citations
TL;DR: In this article, a survey results from 330 employed adults support the discriminability of the four dimensions of the expanded model: identification, disidentification, ambivalent identification, and neutral identification.
Abstract: Recent research on organizational identification has called for the consideration of an expanded model of identification, which would include a more thorough treatment of the ways an individual could derive his or her identity from the organization. This paper begins to answer that call by testing operationalizations of the four dimensions of the expanded model: identification, disidentification, ambivalent identification, and neutral identification. Survey results from 330 employed adults support the discriminability of the four dimensions. This exploratory study also begins to establish the criterion-related validity of the model by examining organizational, job-related, and individual difference variables associated with the four dimensions of the model, and suggests implications for the expanded model's strong potential for applications in organizational identification research. Copyright © 2004 John Wiley & Sons, Ltd.
944 citations
TL;DR: This paper used self-report data provided by business school graduates after four months and ten months on new jobs to assess the effects of the six socialization tactics from Van Maanen and Schein's (1979) typology on newcomer adjustment and refinements of existing measures of the investiture tactic and role innovation.
Abstract: In this longitudinal field study, we used self-report data provided by business school graduates after four months and ten months on new jobs to assess (1) the effects of the six socialization tactics from Van Maanen and Schein's (1979) typology on newcomer adjustment and (2) refinements of existing measures of the investiture tactic and role innovation. Results indicate that the tactics, clustered into an institutionalized (vs. individualized) approach, were negatively related to attempted and actual role innovation, role ambiguity, role conflict, stress symptoms, and intentions to quit and positively related to job satisfaction, organizational commitment, and organizational identification. Self-appraised performance was associated with more individualized socialization.
904 citations
TL;DR: In this paper, the importance of work-group identification relative to organizational identification (OID) was investigated and the work group identification was predicted to be stronger than OID as well as more predictive of organizational attitudes and behaviour.
Abstract: Adopting the social identity perspective on organizational identification proposed by Ashforth and Mael (1989), the present study tested two hypotheses concerning the importance of work-group identification (WID) relative to organizational identification (OID). WID was predicted to be stronger than OID as well as more predictive of organizational attitudes and behaviour. Data about employees’ WID, OID, job satisfaction, turnover intentions, job involvement, and job motivation from two samples (N = 76 and N = 163) supported these predictions. We conclude that our understanding of organizational attitudes and behaviour has much to gain by an open eye for the multiple foci of identification that are associated with organizational membership, and that managerial practice may benefit from an increased focus on the work group.
897 citations