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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 paper is to investigate a special type of unethical behaviors among frontline service employees – unethical pro-organizational behaviors (UPB). Building on social identity theory, the paper examines how social identifications with the organization and customers interactively affect employees' engagement in UPB. The paper also explores the underlying psychological mechanisms that explain this effect.

This study uses a multistage, sequential research design to test the hypothesized model. Studies 1A and 1B use scenario-based experiments with a randomized between-subjects design. Study 2 uses a survey design to replicate and expand the findings from Study 1 by collecting survey data from frontline service employees in various service sectors.

The results across two studies reveal that high organizational identification will motivate employees to engage in UPB when the opportunity arises, while employees who also identify with customers will more likely abstain from committing UPB. Findings from the survey study also show that this interactive effect on UPB is achieved by devaluing customers as tools or placing fault upon them.

This research provides a deeper exploration of the UPB at the organizational frontline. From a social identity theoretical perspective, this research examines how identification with customers and with the organization jointly shape frontline employees' engagement in UPB. In doing so, this research provides insight into the contextual limitations of existing UPB research while also offering practically relevant implications for managing UPB in frontline service contexts.

This paper aims to examine the day-to-day within-person associations between employees' flow experience and organizational identification within the rarely studied context of construction engineering project organizations.

In this daily diary design, the authors surveyed 204 (M_age = 28.3, SD = 5.69) employees of a state-owned construction engineering project organization in southwest China via the online questionnaires comprising flow and organizational identification scales once daily on each workday for three consecutive weeks, which yielded 3,060 data entries. The authors then tested the temporal directionality between flow and organizational identification with multilevel time-series cross-lagged path analysis using Mplus 8.3.

Daily flow experience was linked positively with same-day organizational identification. Importantly, flow experience on the previous day predicted organizational identification on a subsequent day, but not vice versa.

This study suggests that construction engineering project managers should implement interventions fostering the employees' flow experience to promote organizational identification, with important implications for organizations aiming at flourishing workforces by facilitating organizational identification through implementing flow strategies.

There is a dearth of diary studies on flow and organizational identification specific to construction engineering project employees. The authors’ findings provide concrete evidence of the fluctuant nature of daily flow experience and organizational identification as well as their dynamic predictive pathway relationship.

The purpose of this paper is to examine the effect of employees' self-efficacy on employees' organizational identification. Based on a self-verification perspective, this paper focuses on the mediating role of leader–member exchange social comparison (LMXSC) and the moderating role of perceived organizational justice.

The authors conducted a field survey (Study 1) of 207 employees recruited from multiple financial organizations and tested a moderated mediation model using Hayes's (2018) PROCESS macro. The authors conducted another scenario-based experiment (Study 2) using a sample of 151 employees recruited online to further establish causality in our model.

Results suggest that employees' self-efficacy is positively associated with their LMXSC, which, in turn, positively impacts employees' organizational identification. The positive relationship between LMXSC and organizational identification is stronger when employees' perceived organizational justice is higher. The indirect effect of self-efficacy on organizational identification through LMXSC is also strengthened by perceived organizational justice.

Managers are encouraged to develop employees' self-efficacy and to create a fair environment to promote employees' identification with the organization.

This research extends organizational identification literature by examining how and when employees' self-efficacy, a dispositional predictor, leads to employees' identification with the organization from a self-verification perspective.

“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.

The purpose of this paper is to examine the drivers of independent sales contractor (ISC) performance. As independently contracted sales agents, the ISC model is a growing method of non-permanent employment utilized in many sectors. Specifically, this study seeks to fill a gap in the literature related to the under-researched link between ISCs and organizational identification.

This study conducts an exploratory, mixed-methods study based on data collected from 189 ISCs from a professional services firm.

Results demonstrate that outcomes related to sales performance, retention and advocacy are influenced directly and indirectly by organizational identification. It also shows that tangible benefits related to financial and marketing values are the strongest predictors of ISC organizational identification. Intangible dimensions such as value congruence, management trust and embeddedness play a limited role in the model.

Results show that ISC sales performance is enhanced when an ISC views their identity and the identity of the firm as highly interdependent. These findings suggest that organizational identification can be a key performance indicator when evaluating the return on marketing investment for a firm.

This study provides some important guidance to managers responsible for ISCs. First, the study identifies the primary drivers of organizational identification. Specifically, the study demonstrates that financial and marketing benefits are the primary relational antecedents of organizational identification. Both value congruence and operational benefits play relatively minor roles. Similarly, the results show that both organizational identification and historic sales performance are critical predictors of sales performance.

Few researchers have examined the link between ISCs and organizational identification. Organizational identification is of particular importance in the study of ISCs, as they possess the dual identity of an independent agent and that of a sales representative of the firm they are under contract. This study contributes to existing literature by extending previous studies that examine antecedents of sales performance.

The purpose of this paper is to contribute to our understanding of the antecedents of organizational identification. Specifically, this paper aims to integrate two perspectives developed within the social identity domain, labeled “cognitive” and “relational,” by comparing and reconciling their relationship organizational identification.

This study uses a survey method and a structured questionnaire to collect data from people working in a call center. The hypotheses were tested on a sample of 743 employees by using structural equation models and Hayes’ (2017) bootstrapping procedure.

The results provide evidence for a mediational model in which the attractiveness of organizational images (cognitive representations) mediates the relationship between perceived justice (relational judgments) and organizational identification.

The data were obtained from a single source in a cross-sectional design, which may inflate common method variance. To address threats to validity, the authors employed several procedures, the results of which revealed that no parameters corresponding to the hypotheses changed in sign or significance, thus suggesting that the presence of method bias, if any, was nonconsequential.

Not only does perceived justice relate to the sense of belonging to an organization, but it also contributes to shaping the long-term cognitive representations of the company. In particular, both HR and line managers should be aware that in this respect, the interactional dimension of justice shows the strongest effect.

Building on and enlarging the scope of the extant literature, the findings contribute to our knowledge of how relational judgments shape cognitive images about the company, influencing, in turn, the individual–organization relationship.

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 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.

Although nowadays more women occupy leadership roles, they still are a minority. Because aspiration is a precursor of advancement, examining conditions fostering female leadership aspiration is important. A neglected perspective is the impact of organizational identification. Identification can be argued to foster leadership aspiration because the essence of leadership is the pursuit of collective interests, and identification motivates such pursuits. The paper aims to discuss these issues.

A cross-sectional survey design with an n=400 fulltime employed men and women, working for various organizations was selected.

The initial prediction was that identification is more important to women’s leadership aspiration to the extent that gender is associated with communal orientation, because women tend to have stronger communal orientation with associated greater affiliation needs, and organizational identification can be expected to cater to those needs. The communal orientation by organizational identification interactive influence on leadership aspiration was supported. Also, the indirect effect of gender on leadership aspiration via this interactive influence of communal orientation and organizational identification was supported.

Due to the selected survey approach the data are correlational and as a result no reference to matters of causality can be made. Thus (field) experimental data is needed to confirm these findings.

Within the paper the discussion focuses on the importance of creating an environment that is more conducive to organizational identification and as such speaks to the communal orientation – being more pronounced among women – to act in favor of the organization by aspiring leadership positions.

The presented results depict an important step toward understanding how organizational identification and communal orientation interact and how they interact with women’s leadership aspiration.