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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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Journal ArticleDOI
TL;DR: Building on work at the individual and organizational levels suggesting that an individual’s self-concept and an organization's identity are dynamic, this work relaxes the generally held assumption that individuals’ and organizations’ identities are static.
Abstract: Building on work at the individual and organizational levels suggesting that an individual’s self-concept and an organization’s identity are dynamic, we relax the generally held assumption that per...

40 citations

Journal ArticleDOI
TL;DR: The authors explored the effect of authentic leadership on employee job behaviors (e.g. voice and innovation behaviors) through the lens of identification, and found that relational and organizational identification played a significant chain-mediating role in the relationship between authentic leadership and employee innovation behavior.
Abstract: The current paper aims to explore the effect of authentic leadership on employee job behaviors (e.g. voice and innovation behaviors) through the lens of identification. Specifically, based on data collected from a sample of 201 employees at two points in time and drawing from research on authentic leadership and social identity theory, this study examined how authentic leadership affected employee voice and innovation behavior. We found that relational and organizational identification played a significant chain-mediating role in the relationship between authentic leadership and employee innovation behavior, but not in the relationship between authentic leadership and employee voice. We also found that leader-member exchange (LMX) positively moderated the relationship between authentic leadership and employee relational identification. These findings contribute to research on authentic leadership and identification. The limitations of this study and future directions are also discussed.

40 citations

Journal ArticleDOI
TL;DR: In this paper, the authors investigate the effects of pseudo-transformational leadership on contextual performance through organizational identification and find that when subordinates perceive the manipulative intention of transformational leadership, they are less likely to identify with the organization, which ultimately limits their willingness to demonstrate contextual performance activities.
Abstract: Based on attribution theory, this research defines pseudo-transformational leadership to be driven by the interaction between transformational leadership and the subordinates’ perception of their supervisor’s manipulative intention. We investigate the effects of pseudo-transformational leadership on contextual performance through organizational identification. The results of hierarchical linear modeling using a sample of 214 subordinates reporting to 66 supervisors show that when subordinates perceive that their supervisor has a high level of manipulative intention, the impact of group-level transformational leadership on the subordinates will be reduced. More specifically, when subordinates perceive the manipulative intention of transformational leadership, they are less likely to identify with the organization, which ultimately limits their willingness to demonstrate contextual performance activities. The implications of these findings for theory as well as managerial practice are discussed.

40 citations

Journal ArticleDOI
TL;DR: In this paper, the ASPIRe model of organizational development is discussed as an appropriate vehicle to provide devalued groups with genuine opportunities for development and empowerment, and the authors argue that such a program has the potential to unlock key enclaves of social capital that tend otherwise to be overlooked.
Abstract: Despite a renewed interest in processes which help organizations to harness social capital, it is apparent that practical efforts to achieve this rarely focus on employees who are members of low status groups. In large part this is because such employees tend to be skeptical of, and to resist, engagement in intervention programs on the basis of previous adverse experience regarding the benefits achieved and lack of trust. This paper presents evidence that, among hospital staff, work groups who felt they were devalued displayed higher levels of cynicism regarding the potential efficacy of a stress intervention program. Within the organization, devalued groups were characterized by lower levels of organizational identification and members of these groups reported under‐utilization of their skills by the organization. Thus, there is evidence that organizations are failing to realize the social capital of specific groups. The ASPIRe model of organizational development is discussed as an appropriate vehicle to provide devalued groups with genuine opportunities for development and empowerment. To the extent that such a program receives genuine institutional support, we argue that it has the potential to unlock key enclaves of social capital that tend otherwise to be overlooked.

40 citations

Journal ArticleDOI
TL;DR: In this article, the authors investigate the relationship between organizational identification and organizational commitment and find that self-image congruence may have a direct effect on organizational commitment, which in turn may have an indirect effect on the organizational identification.
Abstract: Addresses the relationship between organizational identification and organizational commitment. Tested the following three hypotheses in relation to professional accountants: self‐image congruence has a direct effect on organizational identification; organizational identification has a direct effect on organizational commitment; and the organizational‐identification effect on commitment is moderated by attitudes of significant others, work abilities/experience, other options and alternatives, competing motives, and perception of outcomes. Four international Certified Public Accountant (CPA) firms participated in the study. A random sample of 335 CPAs within these firms was selected and a survey questionnaire was mailed to them. Results did not provide support for any of the hypotheses. Instead, the results show that self‐image congruence may have a direct effect on organizational commitment, which in turn may have a direct effect on organizational identification.

40 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202377
2022205
2021146
2020151
2019152
2018139