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Primarily, this research aims to examine how and when firm-level corporate social responsibility (CSR) translates into individual-level attitudes and behaviors of employees under cross-level boundary conditions of firm-level family ownership (FO) and group-level ethical leadership.

Philosophically, the present research comes under the post-positivist paradigm, with a deductive approach. The multilevel, multisource and multimethod data for this research were collected by employing a time-lagged design through the survey strategy and from annual reports of 60 manufacturing firms in Pakistan. The multilevel path analysis was conducted using MPlus.

The authors found that organizational identification (OID) statistically and significantly mediates the impact of firms' CSR disclosure on employees' innovative job performance (EIJP). However, the partial mediation of OID between firm-level CSR perception and EIJP was noticed. Moreover, a firm-level contingency of FO and group-level ethical leadership further intensifies the impact of CSR disclosure and perception on EIJP through OID.

Theoretically, this research widens the current understanding of employees' reactions to firms' CSR disclosure and perception by investigating the contingencies of firm-level FO and group-level ethical leadership. Practically, the managers can consider the underlying framework presented in this research in defining CSR as the antecedent of the OID and EIJP. For example, organizations must deliberately concentrate on not only their CSR initiatives and engagements but also immense attentiveness should be given to CSR disclosure because disclosing CSR will assist the top management in achieving the desired workplace attitudes and behaviors of employees. This research will also help business leaders to understand the integration of CSR and ethical leadership while making CSR-related strategic decisions.

Existing research on CSR still needs advancement due to competing explanations, inconsistencies in the findings, and a lack of multilevel studies. Although few studies on CSR have considered multilevel aspects by devising and testing multilevel mechanisms but largely remained deficient concerning cross-level boundary conditions. Furthermore, the authors also noticed that the academic literature predominantly analyses the impact of perceived CSR either at the individual level or the firm aggregated level on employee attitudes and behaviors. However, research on the effect of organizational CSR disclosure on the behaviors and attitudes of employees remains scarce.

Drawing on both social identity theory (SIT) and social exchange theory (SET), the purpose of this paper is to theorize a moderated mediation model that links perceived high-performance work systems (employee-HPWS) to organizational identification (OID).

Findings are based on two-waved time-lagged data from a sample of 306 employees in four major state-owned commercial banks in South China. Hierarchical regression analyses and bootstrapping were used to analyze the data.

Distributive, procedural and interpersonal justice mediated the positive relationship between employee-HPWS and OID. Besides, perceived supervisor support moderated the relationship between employee-HPWS and organizational justice, the relationship between procedural justice and OID, and the indirect effect of employee-HPWS on OID through procedural justice.

This study considers the mediating and moderating mechanisms that link HPWS to OID, highlights differences between firm-level management-HPWS and individual-level employee-HPWS, and examines the antecedents of employee OID based on both SET and SIT.

Past studies have proved the effect of justice on performance. However, the findings across studies have been inconsistent and there remains a substantial unexplained variance between the constructs. Therefore, justice researchers urge for further exploration of the underlying mechanism of the relationship by introducing influencers. This study responds to such call of the researchers by testing the influence of organizational identification (OID) on the justice-performance relationship in the context of Indian Public Sector Units (PSUs).

The study is grounded in the positivism philosophy. The research hypotheses were tested using cross-sectional data gathered using a pre-tested questionnaire. In this study, the authors have used covariance-based structural equation modeling commercial software (AMOS 24.0).

OID did not mediate the relationship between justice facets and performance. Rather, informational justice, followed by procedural and distributive justice had direct positive influences on performance. OID, however, moderated the procedural justice-performance such that the relationship strengthened at higher levels of OID and the interpersonal justice-performance relationship such that the relationship dampened at higher levels of OID. Interestingly, the relationship between interpersonal justice and performance was insignificant in the absence of the moderator, showcasing the strongest case of moderation.

The paper explores OID as an influencer to justice-performance relationship in Indian PSU context for the very first time, thereby highlighting unique finings. It contributes to the further understanding of the unexplained variance in the justice-performance relationship.

This research develops and tests a model for organizational identification (OID) in a sample of knowledge workers in India. It calls attention to the relational antecedents of OID that are often overlooked in existing literature. Strong theoretical arguments are also built for context-specific outcome behaviors such as intrinsic motivation (IM) and innovative work behavior (IWB) that are relevant to knowledge work.

Data were collected from 357 IT industry employees in India. Partial least squares structural equation modeling (PLS-SEM) was used to test the hypotheses and the path model.

Strong support was found for relational antecedents of OID and the outcome variable IWB. The findings indicated that OID impacts IWB through the mediating mechanism of IM. Overall, the model demonstrated strong predictive power.

The findings suggest that social and relational variables could be strong managerial levers to increase the feeling of belongingness experienced by knowledge workers in India. In turn, OID can impact IWB, which is a significant outcome for knowledge work.

The study finds strong support for hypothesized relationships that have been unexplored or underexplored in mainstream OID literature. Relational antecedents were found to be strong predictors of OID in this sample. Also, the relationship between OID and IWB, an outcome behavior that is specifically relevant to knowledge-driven businesses, has not been explored earlier.

The purpose of this paper is to examine the direct and conditional indirect effects of employees’ perception of psychological contract fulfillment on their positive voice, i.e., promotive voice and prohibitive voice, through the integrated framework of the social exchange theory and the group value model.

Using a two-source data collection from the employee and supervisor, cross-sectional data were collected from 234 participants working in one of the leading non-profit organizations in Pakistan. After initial data screening, a confirmatory factor analysis was conducted to test for the factorial validity of the employed measures with AMOS. The hypothesized relationships were tested in regression analysis with Statistical Package for the Social Sciences.

The results of this study supported the integration of the social exchange theory with the group value model in explaining the direct and indirect positive effects of employees’ perception of psychological contract fulfillment on their promotive and prohibitive voices through the mediation of organizational identification (OID). Furthermore, it was also recorded that the indirect effect was conditional on the employees’ perception of the relative psychological contract fulfillment which significantly moderated the direct relationship between psychological contract fulfillment and OID. However, no such effect was recorded for the moderating effect of power distance orientation between OID and the both voices.

In addressing the recently published research calls, this study broadens the horizon of existing research on psychological contract and employee positive voice by investigating the mediating and the moderating factors that influence this relationship.

The purpose of this paper is to investigate the effects of intrinsic job satisfaction (JS) on organizational citizenship behaviors (OCBs) directed toward individuals (OCBs-I) and OCB directed toward organization (OCBs-O) via organizational identification (OID). Based on social exchange and social identity theories, it is hypothesized that OID may play a mediator role in the relationship between JS and OCBs-I and OCBs-O.

A questionnaire investigating JS, OID and OCBs dimensions was administered to 719 Italian employees. The mediation hypotheses were analyzed through structural equation model, via bootstrap analysis, after preliminary analyses as correlations and measurement model.

Results showed a positive relationship between JS, OID and OCBs dimensions. Furthermore, OID partially mediated the positive effects of JS on OCBs-I and OCBs-O. These findings supported hypotheses, suggesting that OID may explain the psychological mechanism through which an employee intrinsically satisfied about own job will fulfill more extra-role performance, i.e. OCBs-I and OCBs-O.

Implications for human resource management policies are discussed: to HR professionals is proposed to implement interventions to enhance employees’ intrinsic satisfaction and identification with the organization, to increase consequently positive organizational behaviors such as OCBs.

This study attempted to examine the JS-OCBs relationship in more depth. For the first time, the JS on OCBs-I and OCBs-O were simultaneously investigated, with OID as a mediator: shedding new light on the relationship among these variables.

This study explores the effect of organizational identification (OID) on organizational innovativeness (OINN) in universities and higher education institutions (HEIs) of Iran, mediated by organizational risk-taking capability (ORTC).

A questionnaire was designed and distributed in universities and HEIs in three geographical regions of Iran. The sample includes deans of faculties, their assistants, and heads of departments, and heads, assistants, and employees of research and education offices. The authors determined the reliability and validity of the scales and used structural equation modeling to develop the conceptual model and to test hypothesized relationships.

The results show that the OID has a positive impact on the ORTC and OINN in universities and HEIs of Iran. Furthermore, the ORTC played a partially mediating role between the OID and OINN.

This study can lead to a theory of the effect of the OID on the OINN in higher education (HE) system, mediated by the ORTC. It can support practitioners working in the HE system as they create a climate that welcomes uncertainties, ambiguities, failures and mistakes in a risk-taking spirit and develop an innovation culture open to new things and generate ideas. Such a culture is rooted in a distinct organizational identity. The researchers recommend that the promising results of this study be pursued in a larger sample and also in universities and HEIs of other countries.

This study develops an understanding of the role of the OID with the university in fostering, enhancing and embedding the ORTC into university, and as a result, promoting its innovativeness culture.

Employees need to feel secure to perform their job effectively, therefore job insecurity has an effect on organizational citizenship behaviour (OCB) and job performance; however, some organizational attitudes may reduce these negative effects. The purpose of this paper is to investigate the mediating role of organizational identification (OID), as a process underlying the relationship between qualitative job insecurity, OCB and job performance.

Using social exchange theory (SET) and social identification theory (SIT), this study reports the responses of 201 white and blue collar Italian employees. Data were collected through a self-report questionnaire that used standard scales on qualitative job insecurity, OID, OCB and job performance.

Results of structural equation modelling revealed that the effect of job insecurity on OCB and job performance was completely mediated by OID. Fit indices of mediated model are very good and indirect effects, by bootstrapping, are significant.

The research design was cross-sectional, and thus, cause-effect relationships cannot be discerned.

Organizations may address HRM policies to reduce job insecurity (e.g. through actions to organizational communication), and to increase OID (e.g. involving workers to the decision-making process and promoting team work).

For the first time in a Western context, OID was tested as mediator in order to explain the relationship between job insecurity, OCB and job performance. Furthermore, Drawing on SET, this study tried to integrate SIT to explain behavioural responses to job insecurity.

Drawing from the social identity theory and social exchange theory, the purpose of this study is to examine the intervening mechanisms linking perceived corporate social responsibility (CSR) and employees’ affective organizational commitment. It is proposed that organizational trust (OT) and organizational identification (OID) would serially mediate the aforementioned relationship. Furthermore, this paper attempts to understand how employees’ attitude toward the importance of CSR (ICSR), moderates the linkages under the focus of this study.

This descriptive study was conducted among a sample of 519 employees working in the manufacturing sector in India. Self-reporting standardized questionnaires were administered among the respondents, who were selected through the judgment sampling method. Measurement model analysis was done using IBM AMOS 24.0 and Hayes’ PROCESS macro 3.0 (Models 6 and 84) was used for testing the serial mediation and moderated serial mediation.

Results revealed a significant indirect effect of all dimensions of CSR on employees’ affective commitment, serially mediated through OT and OID. The conditional indirect effects varied significantly and it was identified that CSR to customers and CSR to employees had a significant conditional indirect effect on affective commitment, through attitude toward the ICSR, OID and OT. However, the conditional indirect effect of CSR to social and non-social stakeholders on affective commitment was not statistically significant.

This study is pioneering in conceptualizing and empirically testing an integrated theoretical framework that models the influences of perceived CSR, employees’ attitude toward the ICSR, OID and OT on their affective commitment toward the organization. CSR plays a vital role in strengthening the employer-employee relationship and managers should facilitate a work environment that befits the alignment of organizational and individual ethics and values.

The purpose of this paper is to examine organizational citizenship behavior (OCB) by combining two heterogeneous perspectives, integrating OCB-related factors at work using both personal and organizational perspectives, thus contributing to the knowledge of OCB.

Two studies are conducted using surveys in Taiwan with a snowball sampling technique to enlarge participation. Study 1 analyzes the relationships between organizational identification (OID), expected psychological contract (PC), perceived PC (PPC) and OCB. Study 2 analyzes the relationship between OCB and principals’ (or head teachers’) leadership frames (LFs).

Study 1 finds that OID is an antecedent of OCB and that expected PC (EPC) moderates the OID-OCB relationship. Study 2 finds that the symbolic LF is the only antecedent of OCB and that different LFs influence each other in predicting OCB. EPC is found to moderate the OID-OCB relationship, indicating that primary school teachers’ (PSTs) with higher levels of EPC are more likely to demonstrate OCB at school. Interestingly, PPC did not demonstrate such a moderating effect.

The study makes three contributions. First, the authors analyze composite OCB via identity and PC theories (Study 1). Second, the authors scrutinize specific aspects of OCB via leader-member-exchange and LF theories. These aspects include assisting colleagues, job commitment, working morale and non-selfish behavior (Study 2). Third, the authors increase understanding of PSTs’ OCB, discussing important implications for school principals and human resource managers as well as perhaps others in similar sectors.