Organizational identification during change

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

1. The construct of organizational identification was known implicitly rather than explicitly. 2. The most important leadership behaviors were identified. 3. A large number of individual outcomes were identified. 4. Observable behaviors were included in the leadership competencies which were defined. 5. A revised leadership competencies framework was constructed.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2022), "Organizational identification during change", Development and Learning in Organizations, Vol. 36 No. 5, pp. 26-28. https://doi.org/10.1108/DLO-11-2021-0200