Organizational identification

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

Servant Leadership and Follower Outcomes: Mediating Effects of Organizational Identification and Psychological Safety.

Abstract: This study investigated the mediating role of organizational identification and psychological safety in the relationship between servant leadership and two employee outcomes: employee voice and negative feedback seeking behavior. The sample for this study comprised of 174 full-time employees drawn from a large food company based in Pakistan. Results showed that organizational identification and psychological safety partially mediated the effects of servant leadership on voice and negative feedback seeking behavior. The theoretical and practical implications of this research are discussed.

Affective Commitment in Co-operative Organizations: What Makes Members Want to Stay?

Abstract: Affective member commitment is seen as an essential ingredient for sustainable and successful co-operation. It provides co-operatives with flexibility and helps to alleviate the problems of free-riding, property rights, and horizon differences. The importance of affective commitment is highlighted as co-operatives face the challenges of an increasingly globalized business environment. Co-operatives need to promote their members’ desire to remain as members and active users of the organization they own. In this paper, we review extant co-operative literature on members’ affective commitment and develop proposals on the sources of this type of commitment within a co-operative context. Hence, the focus of this paper is on the sources rather than the outcomes of affective commitment. Affective commitment is explained through three theoretical frameworks, namely organizational identification, organization-based self-esteem, and psychological ownership. Linkages are identified and a theoretical model is presented. Our work creates value for future research and practice of co-operation by summarizing extant knowledge on the sources of affective commitment, specifying previously unspecified relationships, and identifying avenues for future research.

Boundary-Spanning Employees and Relationships with External Stakeholders: A Social Identity Approach

Abstract: Boundary-spanning employees can have a substantial impact on organizational performance based on the relationships they build with external stakeholders. Yet there is currently no theoretical lens through which to understand the nature of—and psychological contributors to—these employee-stakeholder relationships at the individual level. Drawing on social identity theory, the proposed framework reveals that when an employee identifies strongly with the organization, this affects the way the employee views external stakeholders in the social landscape at work, resulting in some surprising consequences. Specifically, when organizational identification is heightened, an employee’s engagement with external stakeholders will paradoxically become more adversarial and less collaborative. This effect can be attenuated, or even reversed, to the extent that (a) the employee construes that the stakeholder is an organizational member and (b) the organization’s identity orientation is collectivistic. The proposed frame...

The Effects of Leader–Member Exchange and Organizational Identification on Performance and Turnover Among Salespeople

Abstract: Sales force performance and turnover are two of the most critical issues encountered by organizations. This study tested a model examining the effects of leader–member exchange (LMX) and organizati...