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Empowering leadership has a wide range of positive individual employee-related outcomes. However, a limited number of research studies are available emphasizing the overall organization-related outcomes. The major aim of this study is to delve into the function of organizational identification and intellectual capital (structural, relational and human) in mediating the relationship between empowering leadership and organizational innovativeness. Depending upon the resource-based view theory, this study comprehensively investigates the sequential effects of empowered leadership on the mediating roles of organizational identification and intellectual capital in organizational innovativeness.

Data were gathered through a self-administered questionnaire, which got 337 responses from telecom employees. To evaluate the hypotheses, the data were analyzed in SEM-M-Plus using exploratory and confirmatory factor analyses.

The findings demonstrate that empowering leadership impacts organizational innovativeness with the sequential mediation of organizational identification and intellectual capital (structural, human and social).

Organizations can identify and encourage leaders who exhibit empowering behaviors such as delegating responsibilities, providing autonomy and fostering a sense of ownership among employees. Also, organizations can foster intellectual capital by providing opportunities for learning, training and development. Additionally, knowledge sharing and collaboration can help to enhance the intellectual capital of employees.

While much research has been conducted on empowering leadership, the continued development of knowledge and the emergence of new perspectives related to identification and intellectual capital highlights the importance of exploring alternative paths that have been overlooked. Therefore, there is a pressing need to conduct research that takes into account these additional factors.

Focusing on the individual unit of analysis, we explore how workplace identification can explain why individuals engage in unethical behavior that benefits an organization (unethical pro-organizational behavior; UPB). Social identity theory (SIT) stipulates that we want membership within high status organizations and, at extreme levels, may put the organization’s needs above all else. In taking a holistic approach to identification, we investigated how a strong occupational identification can mitigate this desire to unethically help an organization; occupations are a separate identity source and contain codes of conduct that guide ethical behavior. Utilizing a sample of 236 accountants and financial professionals, results indicated that organizational identification and occupational identification alone did not significantly predict UPB, however, the interaction of these identities did. More specifically, organizational identification significantly positively predicted UPB only when occupational identification was extremely low in strength. This effect was found after controlling for relevant personality and cognitive mechanisms related to unethical behavior. Implications for a multidimensional identification view of unethical behavior are discussed.

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.

Past researches have not explored the roles of staff's hotel identification on customer‐related behaviors and the relationship between hotel identification inducing factors (trust in supervisor, job satisfaction, perceived external prestige) and hotel identification. The purpose of this paper is to examine the roles of staff's hotel identification as a mediator of the relationship between hotel identification inducing factors and customer‐related behaviors. Through reviewing the existing literature concerned, the authors propose a research model involving staff's trust in the supervisor, job satisfaction, perceived external prestige, hotel identification, organization citizenship behavior, and customer satisfaction behavior and test it.

Hotel samples were from the south‐west area of Korea. Questionnaires were given to 250 staff of the hotels and 224 were returned with no problems. The sample was used to purify the measures and test their convergent and discriminant validity. The final measurement model includes 24 items across six constructs. The authors conducted exploratory factor analysis to show that there are convergent validities of measurement items related to each construct, and explored correlations between the constructs and calculated average variance extracted to verify that there are discriminant validities between constructs. LISREL 8.30 was used to verify the hypotheses.

The results provided evidence that hotel identification plays important mediating roles between them. Identification with the hotel will be strengthened when job satisfaction and trust in the supervisor becomes strong. Trust in the supervisor plays a more important role in forming hotel identification than job satisfaction does. The role of organization citizenship behavior on the customer satisfaction behavior is also explored. Hotel identification affects organization citizenship behavior which in turn positively affects customer satisfaction behavior. But the results do not provide support for a central role of perceived external prestige.

The study gives information to hotel managers who want to encourage customer‐related behaviors that they should induce staff's identification with the hotel by improving the level of trust in the supervisor and job satisfaction.

Little past literature has explored the role of hotel identification as the substance of staff action. This study explored the influence of hotel identification on staff behavior that results in contributing to theoretical development and hotel management.

In the context of the conflicting results of earlier studies, this chapter proposes a model of pre-merger identification and commitment to merger (in a pre-merger setting) by taking into account the multi-dimensional nature of commitment. First it argues that commitment to merger, rather than commitment to organization, drives behaviour in a merger. Then pre-merger identification is hypothesized to be positively related to normative and continuance commitment and either negatively or not significantly related to affective commitment.

In temporary construction project organizations, general contractors need to strengthen control over subcontractors through such measures as supervision and coordination, and resource sharing. In the management process, the good implementation of relational contracts among the general contractor and subcontractors is affected by the quality of relationship between managers and followers. From the perspective of leader–member exchange (LMX) theory, this study explores the influence of LMX, which reflects the quality of relationship between superiors and subordinates, on relational contracts.

By combining the longitudinal influence mechanism and organizational background of relational contracts in project organizations, this study constructed a multi-level structural equation model. The hypothesis is tested based on data collected from 213 respondents.

The findings of this study show that LMX has a positive influence on relational contracts and organizational identification in construction project organizations. Organizational identification has a positive effect on relational contracts and plays a mediating role between LMX and relational contracts. Power distance plays a moderating role on the influence of LMX on organizational identification.

This study explores the influence of LMX on relational contracts from a new perspective, which can help establish a high-quality relation of the general contractor and subcontractors in project organizations and enriches the longitudinal study of relational contracts in project organizations.

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.

By drawing on theories of social identity, attraction, social comparison and consumer identification, this research seeks to examine how consumers' perceptions of other customers of an organisation (the other customer effect) may have an influence on corporate image and consumer‐company identification. This study aims to test a model integrating these constructs in two contexts, i.e. products and services. It also seeks to investigate the attitudinal and behavioural consequences of a favourable corporate image in order to provide more insights to the argument that a corporate marketing approach helps to enhance marketing performance.

A survey of a convenience sample of 383 adult consumers is conducted. Structural Equation Modelling (SEM) is employed in order to test the proposed model. An alternative model is examined both in products and in services contexts.

The results indicate that perceptions about other customers influence customers' affective and behavioural reactions towards a company for both products and services. This finding suggests that corporate‐level marketing activities aiming to increase interaction among consumers lead to favourable corporate image and higher consumer‐company identification and hence desirable marketing outcomes. Furthermore, results show that for services the other customer effect is more prominent than for product offerings.

This study extends the concept of other customer effect to the context of corporate image and consumer‐company identification studies. It provides evidence that shifting towards corporate‐level marketing gives organisations another avenue for gaining a distinct position in the minds of consumers. Furthermore, by addressing both service and product contexts, it shows that other customer effect may exist beyond services studies.

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.