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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TL;DR: In this article, the authors examined the positive effect of employee's perceived CSR on pro-environmental behaviour through mediation of organizational identification, as well as the moderation mechanisms of corporate entrepreneurship and employees' environmental consciousness for such an effect.
Abstract: Corporate social responsibility (CSR) is a useful tool for effective organizational, social, and environmental functioning. This study expanded CSR and green research streams by examining the positive effect of employee's perceived CSR on pro‐environmental behaviour through mediation of organizational identification, as well as the moderation mechanisms of corporate entrepreneurship and employees' environmental consciousness for such an effect. The study drew on a survey sample of 479 employees and 122 department managers from various hotels in Pakistan. Key findings showed that CSR had both a direct and an indirect influence, through organizational identification, on pro‐environmental behaviour. The results lent support for the interactive effect of corporate entrepreneurship and environmental consciousness with CSR in predicting pro‐environmental behaviours. This is the first study of its kind to study a comprehensive model linking perceived CSR with employee's pro‐environmental behaviours in hotel industry through intervening variables.
64 citations
TL;DR: In this article, a study focused on leaders' in-group orientation as well as their ingroup versus outgroup orientation in situations of conflict between organizational interests and broader ethical values and found no relation between leaders' willingness to engage in unethical pro-organizational behavior and TFL.
Abstract: To further the debate on the ethical dimension of transformational leadership (TFL) from a virtue ethics perspective, this study focused on leaders’ in-group orientation as well as their in-group versus out-group orientation in situations of conflict between organizational interests and broader ethical values. More precisely, the current study captured leaders’ organizational identification (OI) as well as their willingness to engage in unethical pro-organizational behavior (UPB) and tested the relations between these attitudes and follower-perceived TFL behavior. In total, the leadership behaviors of 112 middle- and top-level managers were evaluated by 900 direct-reports. Results showed leaders’ organizational identification to be positively related to TFL. However, we found no relation between leaders’ willingness to engage in unethical pro-organizational behavior and TFL. Implications regarding the ethical dimension of TFL are discussed.
63 citations
TL;DR: In this paper, the role of individual team members' breadth of functional experience for their interteam coordination behavior was investigated, and interpersonal cognitive complexity appeared as a conditional mediating variable that can translate an individual's breadth offunctional experience into inter-team coordination, however, depended on the individual's identification with the organization as a whole.
Abstract: This manuscript investigates the role of individual team members' breadth of functional experience for their interteam coordination behavior. Integrating personal construct and social identity theories, we examine interpersonal cognitive complexity as a mediating variable and organizational identification as a moderator. We test our hypotheses across two independent field studies, comprising an international peace support training mission (Study 1) and a municipality administration (Study 2). Corroborating our predictions, interpersonal cognitive complexity appeared as a conditional mediating variable that can translate an individual's breadth of functional experience into interteam coordination. The strength and direction of this indirect relationship, however, depended on the individual's identification with the organization as a whole. Moreover, on the team level of analysis, we found members' overall interteam coordination to positively relate with team performance in Study 2. All in all, this paper advances new knowledge on the antecedents, mechanisms, contingency factors, and team-level consequences of members' boundary spanning.
63 citations
18 Apr 2013
TL;DR: In this paper, the authors present a review of empirical research on employee reactions to organizational change from an individual differences perspective, and propose a model of health predictors, intervening variables, and outcomes to predict employees' reactions to change.
Abstract: Part I. Introduction: 1. Introduction Shaul Oreg, Rune Todnem By and Alexandra Michel 2. Capturing the positive experience of change: antecedents, processes, and consequences Mel Fugate Part II. The Nature of Employees' Reactions to Change: 3. Commitment to organizational change: theory, research, principles, and practice John P. Meyer and Leah K. Hamilton 4. Reactions to organizational change: an integrated model of health predictors, intervening variables, and outcomes Alexandra Michel and M. Gloria Gonzalez-Morales Part III. Predicting Employees' Reactions to Change: Individual Factors: 5. Reactions to organizational change from an individual differences perspective: a review of empirical research Maria Vakola, Achilles Armenakis and Shaul Oreg 6. Employee adaptability to change at work: a multidimensional, resource-based framework Karen van Dam Part IV. Predicting Employees' Reactions to Change: Organizational Factors: 7. When leadership meets organizational change: the influence of the top management team and supervisory leaders on change appraisals, change attitudes, and adjustment to change Alannah E. Rafferty, Nerina L. Jimmieson and Simon Lloyd D. Restubog 8. Anticipatory (in)justice and organizational change: understanding employee reactions to change Rashpal K. Dhensa-Kahlon and Jacqueline A. M. Coyle-Shapiro Part V. The Role of Communication within the Process of Change: 9. Quality change communication and employee responses to change: an investigation of the moderating effects of individual differences in an experimental setting Nerina L. Jimmieson, Alannah E. Rafferty and James E. Allen 10. Rumors during organizational change: a motivational analysis Prashant Bordia and Nicholas DiFonzo Part VI. The Interplay between Change and the Organization: 11. Change and fit, fit and change Steven Caldwell 12. Organizational identification and organizational change Frank Drzensky and Rolf van Dick Part VII. Conclusion and Commentary: 13. Commentary: change processes and action implications Richard W. Woodman and Jean M. Bartunek.
63 citations
TL;DR: In this article, the authors investigated the mechanisms underlying the relationship between public service motivation (PSM) and job performance, and found that PSM is associated with job performance and job satisfaction.
Abstract: Although the association between public service motivation (PSM) and job performance has received increased attention, there is limited knowledge of the mechanisms underlying its effects. Utilizing...
63 citations