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1 – 10 of over 57000The purpose of this research is to investigate factors that influence employees' organizational identification. Focusing on the banking industry in Taiwan, this study aims to…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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).
Originality/value
The research empirically demonstrates that locus of control influences organizational socialization and identification.
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Linna Zhu, Hui Yang, Yong Gao and Qiong Wang
Targeting at the inconsistent relationship between protean career orientation and turnover intentions, this study aims to uncover when and why such inconsistency occurs. It…
Abstract
Purpose
Targeting at the inconsistent relationship between protean career orientation and turnover intentions, this study aims to uncover when and why such inconsistency occurs. It emphasized the mediating role of organizational identification and moderating effects of current organizational career growth and future organizational career growth prospect.
Design/methodology/approach
The authors conducted a three-wave time-lagged study over seven months, with a sample of 1,012 participants from various occupations.
Findings
The relationship of protean career orientation to turnover intentions via organizational identification was negative when current organizational career growth was high, and it was positive when current growth was low. Future organizational career growth prospect weakened organizational identification–turnover intentions relationship. Those two moderators jointly influenced the indirect relationship. For employees low in both states, the positive indirect relationship was the most significant.
Originality/value
By integrating social identity theory and social cognitive theory, this study provides a comprehensive understanding of protean career orientation–turnover intentions relationship. It also enriches studies on protean career orientation and organizational identification–turnover intentions relationship.
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Qurat-ul-Ain Burhan and Muhammad Asif Khan
Empowering leadership has a wide range of positive individual employee-related outcomes. However, a limited number of research studies are available emphasizing the overall…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
The findings demonstrate that empowering leadership impacts organizational innovativeness with the sequential mediation of organizational identification and intellectual capital (structural, human and social).
Practical implications
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.
Originality/value
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.
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Hongmin Yan, David Solnet and Tyler G. Okimoto
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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Yanhui Mao, Shuangyang Guo, Mei Xie, Junkai Yu, Xuyuan Deng, Yingchao Li, Yuxi Zhai and Feng Kong
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…
Abstract
Purpose
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.
Design/methodology/approach
In this daily diary design, the authors surveyed 204 (Mage = 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.
Findings
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.
Practical implications
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.
Originality/value
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.
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Debmalya Mukherjee, Susan C. Hanlon, Ben L. Kedia and Prashant Srivastava
“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…
Abstract
Purpose
“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.
Design/methodology/approach
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.
Findings
This study provides a foundation for empirical studies that examine the linkages among organizational identification, virtual work, and environment‐related factors and cultural variables.
Practical implications
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.
Originality/value
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.
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David J. Finch, Gashaw Abeza, Norm O’Reilly and Carola Hillenbrand
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…
Abstract
Purpose
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.
Design/methodology/approach
This study conducts an exploratory, mixed-methods study based on data collected from 189 ISCs from a professional services firm.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
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Massimo Bergami and Gabriele Morandin
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
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Rachel E. Kane, Marshall J. Magnusen and Pamela L. Perrewé
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…
Abstract
Purpose
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.
Design/methodology/approach
This study examined college students' reports of their identification with the university, organizational citizenship behaviors, and prosocial behaviors.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
This study examined these two forms of extra‐role behavior simultaneously in order to better understand these behaviors as they occur.
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Jorge A. Gonzalez and Subhajit Chakraborty
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
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.
Originality/value
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.
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