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The purpose of this paper is to investigate how part-time waiters perceive and respond to abusive supervision by the owner-manager of a small restaurant.

An ethnographic approach was used to collect data. One of the authors worked as a participant observer for three months. In addition, 13 interviews and three focus group discussions were conducted.

Data analysis showed how neutral identification based on a primary identity—liu xu sheng (overseas student)—overshadows employees’ occupational identity (waiter), which helps waiters to cope with abusive supervision.

Development and application of the concept of neutral organizational identification orientation encourages emotional suppression and reframing, leading to waiters’ indifference and acquiescence in abusive supervision. Implications are drawn for theory and the practice of managing part-time and temporary workers.

Understanding of antecedence of organizational identification (OID) will help managements to improve the efficiency of organizations by enabling employees to perform their roles and responsibilities with total commitment. Many micro-level factors have been found to influence OID. The present study aims to examine the role of organizational culture (OC) which encompasses all micro-level factors and the moderating role of organizational learning (OL) which is a framework either to totally submit to or redefine the tenets of different cultural orientations adopted by organizations.

Four cultural types, namely clan, ad hocracy, hierarchy and market, were treated as independent variables; two learning styles, namely single loop (SLL) and double loop (DLL) learning styles, were included as moderator variables and four OID dimensions, namely positive identification, ambivalent identification, neutral identification and disidentification, were treated as dependent variables of a path analysis model. Three hundred and seventy-eight employees of ten private sector insurance companies located in south India were included as subjects and data on three questionnaires were collected. Best fitting path models one for each dependent variables, which had conceptual and practical relevance, were retained.

Adhocracy and hierarchy cultures show direct positive impact on positive identification and show direct negative impact on other three modes of identification. Clan culture shows a weak tendency towards positive identification and does not influence other three modes. Market culture shows no impact on positive identification but influences other modes. DLL and SLL learning both in isolation and in combination moderate the relationships to cultural orientations and various modes of OID.

This study highlights the importance of OC and OL in developing OID among the employees. The insights drawn from the findings can be used to build comprehensive model of OID.

The purpose of this study to establish what demographic characteristics (gender, generations and organisational tenure) play a role in employee perceptions of organisational culture, commitment and identification in Russian public organisations.

The data were collected electronically from 248 employees of two public organisations. Three questionnaires were used.

Organisational tenure plays a central role in the way how employees perceive organisational culture; tenure also shapes the levels of both commitment and identification. The specific finding of Russian settings is that the longer employees work for a company, the lower the levels of psychological attachments they demonstrate, while it is not the case for some existing international results. The other findings correspond with those in international studies, in which women were more psychologically attached to the organisation and showed a higher level of identification and lower rates of negative forms of this concept than men did. The older the employees are, the higher the level of identification they express.

Managers working in Russian settings can struggle with engaging and retaining employees. Understanding the demographic effects can help alleviate these challenges.

Based on empirical findings, this paper contributes to the literature on organisational socialisation by providing evidence of the damaging effects of the length of organisational tenure on psychological attachment to the company (in the form of commitment and identification). Additionally, tenure is the shaping factor of employee perception of organisational culture.

The purpose of this conceptual paper is to examine multiple‐faculty identifications to propose a differentiated management system that can be effective in today's changing educational environment.

The paper examines multiple‐faculty identifications that faculty members have with their institution from an identity theory perspective with the objective of developing an appropriate typology of faculty members.

After assessing key faculty needs underlying each form of faculty identification within their institution, the authors develop a differentiated management model that can be used by administrators when pursuing change initiatives in their institutions.

The practical implementation of the proposed model can yield coherent change in institutions of higher education through the administrative efforts of building collective competency.

Building on social identity theory, the purpose of this paper is to examine how European managers construct their multiple identities after being acquired by a Chinese firm and to determine the key factors contributing to the changing dynamics of multiple organizational identities.

The paper presents a qualitative, single case study of a Chinese acquisition of a European manufacturing firm at two points in time.

We find that multiple identities initially trigger ambivalence toward the acquisition, but over time, the ambivalence diminishes. The reduction of ambivalence results from concurrent integration and separation: a newly constructed boundary spanning the organization separates positive identities from negative ones, and integration interventions foster the development of a new, shared identity.

The findings reveal that organizational identity change is facilitated by the aligning of a post-merger identity with the acquired organization's historical identity and by creating an ambivalent boundary spanning identity.

This paper investigates the impact of some of the underlying dynamics of volunteering choices in organizational contexts, focusing on individual, group, and organizational level causes. Three scenario‐based experiments manipulate individuals' standing within their organization (i.e., whether they are doing well or poorly) in combination with variables such as the expected efficacy of one's team and positive or negative organizational performance. In comparison to other recent volunteering studies, all three current experiments focused on an explicit organizational context and found much stronger intentions to volunteer, particularly when a person's standing was good. The combination of poor standing with expectations of poor performance by one's group or one's organization led to reductions in these otherwise strong intentions to volunteer. The results also show that feelings of obligation, expectations of extrinsic rewards, and identifying with one's organization are all significantly related to volunteering choices.

The purpose of this paper is to explore the use of a multidimensional model from the field of media reception for analyzing how a value statement in a Danish windmill company led to employee identification as well as organizational antecedents that influenced this identification. Further, the paper evaluates whether the proposed model can enhance understanding of the study of employee identification in a specific organizational situation and context.

The identification model extends a multidimensional model for media reception originally proposed by Schrøder in the field of media reception studies. The proposed model includes the following reception dimensions: comprehension, discrimination, implementation, motivation, and position.

This paper illustrates how employees from a Danish windmill company receive a value statement. A systematic application of the multidimensional model makes it possible to gain detailed insight into the active and complex process of employee identifications with organizational texts and how they may fluctuate in a specific context.

This analysis only focuses on the reception of a value statement. Future research could include the analysis of employee readings of other types of organizational texts.

The multidimensional identification model is an extension of a media reception model and is new in the field of organizational identification. The model offers a method for analyzing the complexity and multiplicity of employee readings of different types of organizational texts. This may be crucial for both researchers and managers as the model may help to uncover the antecedents that influence how employees receive organizational texts while taking the historical and situational context of the organization into consideration.

The purpose of this paper is to provide insights from the upper echelon, agency, and organizational identification literatures to help explain cross-cultural differences in top management team pay.

This is a theoretical paper building upon the executive compensation literature examining US and Japanese pay schemes.

The paper presents three propositions relating to the influence of organizational constitution and organizational identification on the level of pay, as well as the allocation of pay in top management team compensation schemes.

There is relatively little research focusing on why there are cross-cultural pay differences. This paper uses US and Japanese studies to highlight mechanisms that can foster principal-agent goal alignment in different contexts.

The purpose of this paper is to examine the type of governance dominant within employee-owned companies established as an Employee Stock Ownership Plan (ESOPs) and to ascertain if governance follows the agency or stewardship theory of governance.

A sequential mixed method (Quantitative/Qualitative) research design was used with a convenience sample of employee-owned companies who were members of The ESOP Association (TEA). The Stewardship Climate Scale (SCS) was used as the quantitative instrument and structured interviews were used as the qualitative instrument.

A majority (96%) of ESOPs participating in the study self-identified as stewardship governance, only 6 of the 154 companies (4%) self-identified as having agency governance.

There is a potential of self-report bias based on the use of convenience sampling which should be minimized based on the large number of participants. The study was not able to examine the relationship between stewardship and productivity.

This is the first large scale research study examining governance within employee-owned companies.

The purpose of this study is to examine the effect of stretch goals on unethical behavior and explore the mediating role of ambivalent identification and moderating role of competitive psychological climate.

A total of 350 MBA students from Northwestern China completed the two-phase survey. The bootstrapping analysis outlined by Hayes was used to assess a moderated mediation model.

This study found that stretch goals could trigger employees' unethical behavior via ambivalent identification. Competitive psychological climate intensified the relationship between stretch goals and ambivalent identification. Moreover, such a climate aggravated the indirect effect of stretch goals on unethical behavior via ambivalent identification.

Organizations and managers should use stretch goals prudently and implement measures to reduce the ethical cost.

This study provides unique contributions by identifying ambivalent identification as an important mediator and competitive psychological climate as a boundary condition of stretch goals' disruptive effect on unethical behavior.