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The purpose of this research is to investigate factors that influence employees' organizational identification. Focusing on the banking industry in Taiwan, this study aims to examine how locus of control and organizational socialization affect employees' organizational identification.

The author borrows and modifies scales from the literature on locus of control, organizational socialization, and organizational identification to create a questionnaire that was translated into Chinese and distributed to bankers in Taiwan. The author analyzes reliability of the scales and performs regression analysis on hypothesized model relationships.

Significant positive relationships are found between locus of control and organizational socialization, locus of control and organizational identification, and organizational socialization and organizational identification. Organizational socialization has mediating influences on locus of control and organizational identification.

This research is a starting point in developing theory related to the relationships among locus of control, organizational socialization, and organizational identification. The research is based on data from Taiwan banking employees only and the sample was small (even though results were significant).

The research empirically demonstrates that locus of control influences organizational socialization and identification.

The purpose of this research study is to explore the influence of perceived organizational support (POS) on organizational embeddedness and organizational identification in the simulated home environment. Another objective of this study is to provide an effective cross-cultural adjustment model adopted by many Chinese enterprises operating overseas. Furthermore, it examines the mediating effects of organizational embeddedness and organizational identification on POS and expatriate adjustment.

The data of this quantitative research study was acquired from a questionnaire survey completed by 326 expatriates from Chinese enterprises in a power station in Bangladesh, and regression analyses were conducted using SPSS software.

The study found that POS of expatriates is positively correlated with their organizational embeddedness and organizational identification, and it positively impacts expatriate adjustment. Moreover, the study also evaluated that organizational embeddedness and organizational identification positively influence expatriate adjustment. Finally, it was demonstrated that organizational embeddedness mediates the relationship among living POS, emotional POS and expatriate adjustment. Organizational identification mediates the relationships among work POS, emotional POS and work adjustment. Organizational identification mediates the relationships between work POS and interaction adjustment.

The research results demonstrate that the living, work and emotional support to the expatriates from the projects department of Chinese enterprises is of particular importance for their better adjustment in overseas engineering projects. Furthermore, these results are particularly conducive to the successful management of employees accommodated in fully-closed and semi-closed simulated homes.

In the setting of a simulated home in the overseas engineering projects, this research study has demonstrated for the first time that the living, work and emotional support provided by an organization can effectively help its expatriate workers acclimatize during their overseas placement.

This research presents a comprehensive explanation of unethical pro-organisational behaviour (UPB), an emerging phenomenon in organisational behaviour and especially in moral behaviour research. The authors tested the fit of Culture-Identification-Ideology-UPB moral behaviour model. The results indicate that individuals having strong organisational identification and high relativism ethical ideology may indulge in the practice of UPB. Interestingly, our study also reveals that strong ethical organisational culture may not restrain, rather may facilitate UPB. The authors concluded with suggestions for the practitioners and future scope of research.

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.

Corporate entrepreneurship is an important way for organizations to gain competitive advantages and achieve sustainable development. However, few studies pay attention to the influence of CEO strategic leadership on corporate entrepreneurship. Drawing on social identity theory and uncertainty-identity theory, this study aims to investigate whether CEO relationship-focused leadership impacts corporate entrepreneurship through middle managers’ (MMs’) organizational identification and whether the indirect effect is moderated by environmental uncertainty.

Using 192 Chinese samples with 192 firm-level and 716 department-level observations, this study uses multilevel structural equations modeling by Mplus 8.0 to test the theoretical model.

This study finds that CEO relationship-focused leadership positively predicts MMs’ organizational identification and corporate entrepreneurship, and MMs’ organizational identification mediates the relationship between CEO relationship-focused leadership and corporate entrepreneurship. In addition, environmental uncertainty moderates not only the relationship between CEO relationship-focused leadership and MMs’ organizational identification but also the indirect effect of CEO relationship-focused leadership on corporate entrepreneurship through MMs’ organizational identification.

This study enriches the understanding of process and contextualization of CEO strategic leadership influencing on corporate entrepreneurship.

To the best of the authors’ knowledge, this study is among the first to explore the influence of CEO relationship-focused leadership on corporate entrepreneurship.

This paper aims to extend employer branding research by investigating the role of job satisfaction and organizational identification as predictors of employee retention, and their mediating role between employer branding and employee retention.

A cross-sectional survey is utilized to gather data from 352 employees working in top Indian IT organizations. Hypotheses were tested and analyzed utilizing SPSS PROCESS Macro.

The results reveal that employer branding is positively related to job satisfaction, organizational identification and employee retention. The analysis provides support for the mediating effects on employee retention of employer branding through job satisfaction and organizational identification. In addition, results also provide support for the serial mediation model, where employer branding was found to influence employee retention via job satisfaction and organizational identification in a sequential manner. The findings connote that the enhanced positive identity of satisfied employees suppresses the intention to leave among IT professionals.

The findings suggest that an employer branding strategy with a unique set of attributes can provide a competitive advantage to employers in terms of high retention levels. The findings also highlight the fact that the importance of employer branding strategy should not be merely confined to the issue of retention as it can also play a vital role in enhancing job satisfaction and employees' identification level. Hence, managers are required to devise an employer branding strategy with a long-term intent that focuses on gaining a competitive advantage and aiming to improve relationships with employees.

The researchers have enriched social identity and social exchange theory as a theoretical paradigm, examining antecedents of employee retention. The study has extended the foregoing direct or simple mediation models by integrating social identity theory and job satisfaction in a sequential mediation model.

Millennial-generation employees need to stimulate their creativity to produce innovative ideas, services and products for organizations to flourish and succeed. The main purpose of this research was to discover the mechanism through which organization identification influences employees' creativity in the Chinese organizational context. Particularly, we proposed the mediating role of work engagement and the moderating role of work values in the relationship.

A questionnaire survey was utilized to collect the data from 281 employees working in China. Hierarchical regression was utilized to analyze the data.

The findings reveal that organizational identification significantly influences the creativity of millennial employees; work engagement plays a positive mediating role between organizational identification and employee creativity. Moreover, work values of millennial generation employees, specifically utilitarian orientation, intrinsic preferences, interpersonal harmony and innovation orientation have a positive moderating effect between work engagement and employee creativity.

This study recognizes and analyzes the mechanism underlying the influence of organizational identification and recommends that work engagement is a crucial mediator of the complicated relationship between organizational identification and employee creativity. Consequently, this study is the key effort for millennial employees’ work values and engagement to explore employee creativity in Chinese cultural context and also suggests important theoretical and practical implications.

To better understand how leadership behaviours are operationalised to foster organisational identification during change, to maximise the success of change initiatives.

Utilising the Delphi Technique, 15 Australian senior leaders and leadership subject matter experts were canvassed regarding their opinions on the role of leadership in nurturing organisational identification during change. Their perspectives on a preliminary leadership competency framework developed in an earlier research phase were also obtained.

Organisational identification was considered an important organisational construct that can yield a range of positive outcomes – including when guiding organisations (and their members) through change. However, organisational identification currently appears to be more of an academic term than a concept employed in leadership practice. Four key themes emerged regarding the leadership behaviours deemed most effective when encouraging organisational identification during change: (1) effective communication, (2) focus on relationships, (3) stewardship of the organisation and the change it is undertaking, and (4) management of self. The refined leadership competency framework consisted of 12 competencies within four competency domains: (1) Leadership and governance in organisational change, (2) Relationship management and communication skills, (3) Management of people, organisational systems and processes and (4) Personal characteristics and capabilities.

The study outlines a range of specific and observable leadership competencies and behaviours that can be employed to foster organisational identification during change. The findings should be of interest to organisations examining identity processes in response to business disruptions, including ensuring their members retain a sense of connection to the organisation during times of uncertainty and altered work practices.

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.

“Organizational identification” refers to a perception of “oneness” with an organization. The purpose of this paper is to provide a model of organizational identification for virtual team workers and examine the role of cultural dimensions in a virtual setting. Specifically, it poses individualism‐collectivism and uncertainty avoidance as potential situational contingencies that may affect the determinants of an organizational identification relationship in a virtual work setting.

The proposed research framework delineates how cultural dimensions relate to virtual work‐associated individual (interpersonal trust, need for affiliation) and environmental (spatial and cultural dispersion, ICT‐enabled communication) factors and organizational identification. Several testable propositions emerge.

This study provides a foundation for empirical studies that examine the linkages among organizational identification, virtual work, and environment‐related factors and cultural variables.

This study has particular implications for managing virtual teams, as well as specific suggestions for a typology of virtual team members. The typology supports a consideration of expected levels of organizational identification, depending on virtual team member types.

Scholars have devoted very little attention to exploring what factors drive or impede organizational identification in cross‐cultural virtual teams. This paper attempts to fill that void by linking the immediate determinants and the contingency role of cultural variables or organizational identification in the context of virtual work.