Topic
Organizational identification
About: Organizational identification is a research topic. Over the lifetime, 1988 publications have been published within this topic receiving 97047 citations.
Papers published on a yearly basis
Papers
More filters
TL;DR: In this article, the authors investigated the contribution of organizational identification to proximal targets in the prediction of affective organizational commitment and found that organizational identification mediates the impact of both occupational and workgroup identification on affective commitment.
Abstract: The present study aims to investigate the contribution of identification to proximal targets in the prediction of affective organizational commitment. Using three sets of cross-sectional data, we found that organizational identification mediates the impact of both occupational and workgroup identification on affective organizational commitment. We also examined the relationship between organizational identification and affective organizational commitment and their effects on two of their common outcomes, that is, job satisfaction and turnover intentions. Our results showed that affective organizational commitment mediates the effect of organizational identification on job satisfaction and turnover intentions.
62 citations
TL;DR: In this article, a new way of viewing organizational identification is proposed, which is based on the notion of substantialization, a process of "consubstantialization" that plays a central role in the coproduction of an organization's substance.
Abstract: Concerns for organizational identification (OI) are recurrent in organizational communication research. However, few studies show how this process unfolds during everyday interactions. To address this issue, OI is conceived in this article as a process of “consubstantialization” that plays a central role in the coproduction of an organization’s substance. The value of this new way of viewing OI is demonstrated through a detailed analysis of a debate that focused on the constitution of a young political party in Quebec, Canada. This analysis shows how identification, as well as dis-identification and mis-identification, occur through the mobilization of different agents and how these intricate processes feed into the communicative constitution of an organization.
61 citations
TL;DR: If nurse supervisors increase their awareness of the effects of their behaviours towards their nurses, they can increase the nurses' performance and achieve desired results through increasing job involvement and organizational identification.
Abstract: Title. Leader-member exchange, organizational identification and the mediating role of job involvement for nurses.
Aim. This paper is a report of a study to explore the relationship between leader–member exchange quality and organizational identification and the mediating role of job involvement in this relationship.
Background. As a result of the fast-changing structures and increasing competition, healthcare organizations increasingly demand highly qualified nurses who also have positive work attitudes towards the job and the organization. Among these positive work attitudes, organizational identification affects nurses’ job performance and, in turn, the quality of care and patient satisfaction. The quality of the relationship between nurse supervisors and nurses, which is examined in the leader–member exchange context, can be an important determinant for organizational identification. This relationship is also affected by nurses’ job involvement.
Method. The sample consisted of 148 nurses working in a private general hospital. Questionnaires, which included measures for organizational identification, level of leader–member exchange quality, job involvement and questions about the demographic characteristics of the sample, were distributed in 2007. The response rate was 87%.
Results. A statistically significant and positive relationship was found between leader–member exchange quality and organizational identification. The results also reveal that job involvement mediates the positive effects of leader–member exchange quality on organizational identification.
Conclusion. If nurse supervisors increase their awareness of the effects of their behaviours towards their nurses, they can increase the nurses’ performance and achieve desired results through increasing job involvement and organizational identification.
61 citations
TL;DR: In this paper, the authors examined the effects of the provision of employee services on employees' organizational commitment and their intentions to quit as well as their underlying reasons, and found that positive employee attitudes arising from the provisionof employee services were the result of a positive construed external image of the organization.
Abstract: Purpose – The purpose of this paper is to examine the effects of the provision of employee services on employees' organizational commitment and their intentions to quit as well as their underlying reasons.Design/methodology/approach – The paper shows that questionnaires were administered at two organizations in Singapore to evaluate employees' attitudes resulting from the provision of employee services. Mediator regression analyses and structural equation modeling were used to test the relationships between the provision of employee services with construed external image of the organization, valence for employee services, organizational identification, organizational commitment, and intentions to quit.Findings – The paper found that positive employee attitudes arising from the provision of employee services were the result of a positive construed external image of the organization. It also shows that, when employees perceived that outsiders viewed their organization positively, their level of identificati...
61 citations
TL;DR: Li et al. as discussed by the authors proposed a theoretical model explaining why and when self-sacrificial leadership might promote taking charge, an exemplar of challenging behaviors, and tested this model across two studies conducted in China.
Abstract: Summary
The extant literature on the relationship between self-sacrificial leadership and subordinate behavioral outcomes has primarily focused on the influence of this leadership on subordinate affiliative behaviors. Our research proposed a theoretical model explaining why and when self-sacrificial leadership might promote taking charge, an exemplar of challenging behaviors. We tested this model across two studies conducted in China. In addition, we also examined the differences in the boundary conditions for self-sacrificial leadership to influence taking charge and affiliative behaviors (cooperation in Study 1 and helping in Study 2). Our results revealed that (i) self-sacrificial leadership was positively related to subordinate taking charge, with organizational identification acting as a mediator for this relationship, and (ii) risk aversion moderated both the self-sacrificial leadership–subordinate taking charge relationship and the mediating effect of organizational identification, such that the relationship and its mediating mechanism were weaker for subordinates high rather than low in risk aversion. These moderating effects, however, could not generalize to cooperation and helping. Finally, the theoretical and practical implications of our results and directions for future research were discussed. Copyright © 2015 John Wiley & Sons, Ltd.
61 citations