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The study investigated the impact of perceived corporate social responsibility (CSR) on employees' turnover intention in professional team sports organizations, focusing on employee identification and co-production’s role in this context.

Data were collected from 225 employees in professional team sports organizations, with analysis conducted via partial least squares structural equation modeling (PLS-SEM).

The results indicated that perceived CSR negatively impacted turnover intention. Employee identification mediated the relationship between perceived CSR and turnover intention. Moreover, co-production moderated the relationship between perceived CSR and employee identification, affecting the mediating role of employee identification between perceived CSR and turnover intention.

Prioritizing CSR offers benefits beyond improving an organization’s public image. It also plays a crucial role in enhancing internal organizational dynamics. Specifically, it helps to increase employee identification with the company, reduce turnover intentions, and promote co-production. These outcomes, when combined, lead to the development of a stronger, more cohesive, and resilient organization.

This study provides empirical evidence of the influence of perceived CSR on employee identification and behavior within professional team sports organizations. It underscores the importance of enhancing employee identification to reduce turnover intention.

This paper aims to present the results of a study into the relationship between horizontal and vertical communication and professional and organisational identification.

An empirical study was carried out at a large hospital in The Netherlands with multiple locations. Hospital employees (n = 347) completed a written questionnaire.

The results show that although employees identify more strongly with their profession than with their organisation, there is a positive connection between professional and organisational identification. Dimensions of vertical communication are important predictors of organisational identification, whereas dimensions of horizontal communication are important predictors of professional identification.

Identification with the overall organisation does not depend primarily on the quality of contact with immediate colleagues within a work group or department; rather, it depends more on appreciation of the communication from and with the organisation's top management.

Management should find a balance between communication about organisational goals and individual needs, which is crucial in influencing professional and organisational identification.

Previous research has shown a positive link between the communication climate at a specific organisational level and the employee's identification with that level. The current study adds to this concept the influence of horizontal and vertical dimensions of communication on identification among different types of employees.

Complex organizations increasingly rely on middle managers as strategic linking-pins between the top and bottom levels of the organization. Using social identity theory and commitment theory as the foundation, this study evaluates a management and leadership development program (MLDP) intended to engage middle managers as strategy creators and implementers. We also evaluate the cascading effects of leadership development by assessing changes in subordinates' identification with the leader, and commitment to the work unit and organization.

Using a sample of 107 manager participants and 913 of their subordinates, this study measures differences in both manager and subordinate identification and commitment prior to and after the completion of a 6 months strategically oriented MLDP.

Despite the organizations' best intentions, manager identification with and commitment to the organization decreased after completion of the MLDP. Similarly, subordinates identification with the leader and commitment to the organization also decreased at Time 2.

The results paint a complex picture of the nuances of social identification as an outcome of MLDPs, and problematize the notion of cascading effects on subordinates within the organization. Researchers are encouraged to further examine organizational attitudes and perceptions as outcomes of MLDPs.

Suggestions are offered regarding how practitioners can manage strategically oriented MLDPs in order to avoid identity confusion and promote strategic action.

Strategically oriented MLDPs are increasingly popular in organizations. This study is one of the first to evaluate the theoretical mechanisms through which these programs may affect managers and problematize these effects for complex organizations.

The purpose of this paper is to advance understanding of an individual's identification with an organisation (“organisational identification”) and propose a scale for its measurement, by means of a study drawing on the literature of corporate marketing, and group and corporate identification.

Factor analysis was applied to data collected by questionnaire from two independent samples of 200 and 525 respondents, in Slovenia, to test the causal‐path relationship of group and corporate identification to “organisational identification”.

Contrary to the prevailing wisdom, “organisational identification” is not a unidimensional construct, but comprises identification with the organisation both as a collective of individuals, and as a social entity. Results confirm the proposed structure of organisational identification, and the sound quality of the scale for its measurement.

The findings suggest a means for marketing strategists and managers to predict the forms of organisational identification in their organisations, undertake appropriate initiatives for its general enhancement, and thereby strengthen corporate performance.

This study offers two statistically verified scales for measuring group and corporate identification, and thus has important implications for the existing literature of corporate marketing and organisational identification.

This study aims to extend current research efforts by examining the dual role of salesperson brand and organizational identification in driving organizational citizenship behaviors, brand advocacy and ultimately brand market performance.

This study uses an online survey to collect data from a cross-sectional sample of salespeople. The measurement model and proposed research hypotheses are tested with SmartPLS.

Study results show that each level of identification has a stronger influence on the type of behaviors relevant to that foci of identification. That is, salesperson organizational identification has a significant and strong effect on organizational citizenship behavior while the influence of salesperson organizational identification on brand advocacy is not significant. Along the same lines, salesperson identification with the brand significantly influences brand advocacy behaviors but not their overall organizational citizenship behaviors. These empirical findings are consistent with assertions in the literature that variables (antecedents or outcomes) associated with identification at a certain level will have a stronger relationship with identification at that level.

Despite existing research efforts on the potential positive outcomes of salesperson identification, there is less empirical evidence regarding the dual role of brand and organizational identification. This research contributes to the current literature by proposing and empirically examining the differential (identity-matching) antecedents and outcomes of salespeople’s dual identification with the organization and the brand. Furthermore, existing research mostly focuses on organizational or sales management outcomes but not brand specifically related outcomes. Theoretically, this research draws on social identity theory to investigate the combined effect of salesperson brand and organizational identification on key brand-related outcomes. Managerially, this study provides empirically-based suggestions for managers interested in harnessing the power of identification.

This study examines the effects of an inclusive psychological climate on leader inclusion, workgroup inclusion, and employee outcomes (trust in organization and organizational identification). Leader inclusion and workgroup inclusion are explored as both direct and serial mediators in the psychological climate to outcome relationships.

Data from 336 employees in 55 teams were collected at two time points from an educational media company in China.

Results from multi-level modeling suggest that, for employees, the inclusive psychological climate to trust relationship has both direct and indirect effects, including a serially occurring indirect effect through leader inclusion and workgroup inclusion. For the inclusive psychological climate to organizational identification relationship, there were only indirect effects, including a serially occurring indirect effect through both leader inclusion and workgroup inclusion.

These results suggest the value of an inclusive psychological climate for setting the stage for more localized inclusion experiences through the leader and the workgroup. These inclusionary work environments promote social exchange as shown by employer trust and social identification with the organization.

This study examines the combined and serial effects of an inclusive psychological climate, leader inclusion, and workgroup inclusion on outcomes that represent a deep connection with the organization (organizational trust and organizational identification).

The purpose of this paper is to examine the role of perceived external image and similarity in values, beliefs and interests with an organization's leaders and other members on organizational identification.

The paper presents results of a field survey research in two non‐work organizational contexts, a professional association, and a college business fraternity. Hypotheses were tested with ordinary least squares regression and mediation analyses.

Perceived external image and perceived similarity with the organization's leaders and other members influence organizational identification. Perceived similarity partially mediates the relationship between external image and identification.

The study implements a cross‐sectional design and relies on self‐reports. The results have important implications for organizational identification and related behaviors both in work and non‐work contexts.

The study presents implications for enhancing member identification with an organization, which is related to increased involvement and continued membership. A positive external image may increase the likelihood that organizational members internalize values, beliefs and interests held by the organization's leaders and other members.

The study is based on a model of identity orientation that differentiates across personal, relational, and collective orientations. It measures perceived similarity with social referents in values, beliefs and interests, and study traditionally overlooked non‐work contexts.

While organizationally relevant outcomes of charismatic leadership have been studied more extensively, we do not know as much about when and why followers attribute charisma to leaders. Drawing on the self-concept based motivational theory of charisma developed by Boas Shamir and colleagues, we propose that congruence between leaders and followers on a core characteristic, namely organizational identification plays an important role. When leaders are high on identification with the organization, they embody and communicate the values of the organization more strongly in their vision and behaviors, which is likely to affect the attribution of charisma to these leaders, but only for followers who themselves strongly identify with the organization. In contrast, those leaders low on organizational identification are more likely to communicate messages that appeal to followers who are similarly low on identification. A multi-source study in the healthcare sector largely supports our model as congruence between organizational identification levels of leaders and followers is positively linked to perceived charisma and, in turn, charisma relates to followers’ organizational citizenship behavior.

This research aims to utilize Social Identity Theory to examine the role of identification on two forms of extra‐role behaviors, namely, organizational citizenship behaviors (OCB) and prosocial behaviors.

This study examined college students' reports of their identification with the university, organizational citizenship behaviors, and prosocial behaviors.

Results indicate that individuals who are highly identified with their organization are more likely to perform OCB, whereas individuals who are highly identified with their community are more likely to participate in prosocial behaviors. In addition, the relationship between organizational identification and prosocial behavior was found to be fully mediated by community identification.

The authors suggest that scholars take care when operationalizing OCB with actual behaviors that surpass task performance; these should differ from attitudes and common courtesy. Limitations include having constructs measured by the same source which can lead to common method variance.

Organizational identification may be an important factor when determining which individual will be willing to go the extra mile for the organization. Organizations may want to recruit, hire, and retain individuals who will identify with the organization as these individuals are more likely to go above and beyond task performance.

This study examined these two forms of extra‐role behavior simultaneously in order to better understand these behaviors as they occur.

The competitive international environment of the twenty‐first century is said to require greater collaboration between the multinational corporation (MNC) units, where local employees work toward global as well as local goals. What does it take to motivate local employees to go the extra mile for the sake of the MNC as a whole? This article reports the results of a study conducted among 317 local managers at the Indian and Pakistani subsidiaries of a British MNC in the consumer products industry. Organisational identification, or a psychological bonding with the organisation, was one of several factors contributing to the willingness of local managers to exert extra effort toward organisational goals. Implications of the findings are drawn for expatriate managers who work alongside local managers, and for international human resource management.