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1 – 10 of over 8000Kiho Jun, Zhehua Hu and Joonghak Lee
This study aims to identify the intermediate psychological mechanism – organizational identification – that links authentic leadership with follower’s organizational citizenship…
Abstract
Purpose
This study aims to identify the intermediate psychological mechanism – organizational identification – that links authentic leadership with follower’s organizational citizenship behavior (OCB). Moreover, it examines the moderating role of perceived organizational support (POS) in the relationship between authentic leadership and organizational identification.
Design/methodology/approach
This study uses a cross-sectional research design involving 356 employees from diverse corporations in South Korea. Data were collected using a structured questionnaire to measure perception of authentic leadership, organizational identification, POS and OCB.
Findings
The results indicate that organizational identification significantly mediates the relationship between the perception of authentic leadership and follower’s OCB. Furthermore, POS acts as a moderating variable, strengthening the relationship between authentic leadership and organizational identification. Specifically, followers who perceive strong support from their organization are more likely to develop a robust sense of organizational identification under authentic leadership, which in turn, enhances their OCB.
Originality/value
This study offers a novel integration of social identity theory and organizational support theory to examine how authentic leadership influences follower’s OCB. It is among the first to introduce organizational identification as an intermediary in this context and to investigate the moderating effect of POS. The findings provide valuable insights for managers aiming to cultivate a workplace culture that fosters organizational identification and citizenship behaviors, thereby enhancing organizational effectiveness. Future research directions are also highlighted.
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Wenjing Chen, Bowen Zheng and Hefu Liu
Employee voice is crucial for organizations to identify problems and make timely adjustments. However, promoting voice in organizations is challenging. This study aims to…
Abstract
Purpose
Employee voice is crucial for organizations to identify problems and make timely adjustments. However, promoting voice in organizations is challenging. This study aims to investigate how social media use (SMU) in the workplace affects employee voice by examining its intrinsic mechanisms and boundary conditions. Specifically, this study examines the mediating roles of social identifications and the moderating effects of job-social media fit on the relationship between SMU and social identifications.
Design/methodology/approach
This study conducted a survey of 348 employees in China.
Findings
First, SMU affects voice through social identifications. Second, distinct identifications have different effects on voice, such that organizational identification positively affects employee voice, while relational identification positively affects promotive voice and negatively affects prohibitive voice. Third, when social media is highly suitable for the job, the positive effect of work-related SMU on organizational identification is strengthened, while the positive effect of social-related SMU on organizational identification is weakened.
Originality/value
The results indicate that different identifications have distinct impacts on voice. Additionally, this study reveals a double-edged sword effect of SMU on voice through different social identifications. Further, job-social media fit moderates the relationship between SMU and social identifications. These findings have important implications for organizations adopting social media.
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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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Bindu Chhabra and Shalini Srivastava
The rise in the instances of ethical scandals in recent times has brought to light the hitherto ignored phenomenon of unethical proorganizational behavior (UPB) by employees…
Abstract
Purpose
The rise in the instances of ethical scandals in recent times has brought to light the hitherto ignored phenomenon of unethical proorganizational behavior (UPB) by employees. Drawing upon the social exchange theory, this study aims to examine the role of perceived organizational support (POS) and organizational identification on UPB. The research also investigated the moderating role of core self-evaluation (CSE) and positive reciprocity beliefs.
Design/methodology/approach
The hypotheses were tested with three-wave survey data collected from 306 executives from India. Data was analyzed using mediation and moderated mediation analyses on PROCESS v 3.0 macro.
Findings
Results showed that organizational identification mediated the relationship between POS and UPB. Further, CSE and positive reciprocity beliefs were seen to moderate the mediated relationship providing support for the moderated mediation framework.
Practical implications
The study highlights the importance of clear code of ethics, communication of ethical guidelines and ethical behavior of the managers as some of the ways to reduce the menace of UPB. Further, managers should be more vigilant toward the employees low on CSE and high on positive reciprocity beliefs as they are more prone to engage in UPB given their identification with the organization.
Originality/value
To the best of the authors’ knowledge, this is the first study to investigate the mediating role of organizational identification in the relationship between POS and UPB. Further, to the best of the authors’ knowledge, no previous study has explored the moderating role of CSE and positive reciprocity beliefs in the aforesaid mediation.
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Beth G. Chung, Lynn M. Shore, Justin P. Wiegand and Jia Xu
This study examines the effects of an inclusive psychological climate on leader inclusion, workgroup inclusion, and employee outcomes (trust in organization and organizational…
Abstract
Purpose
This study examines the effects of an inclusive psychological climate on leader inclusion, workgroup inclusion, and employee outcomes (trust in organization and organizational identification). Leader inclusion and workgroup inclusion are explored as both direct and serial mediators in the psychological climate to outcome relationships.
Design/methodology/approach
Data from 336 employees in 55 teams were collected at two time points from an educational media company in China.
Findings
Results from multi-level modeling suggest that, for employees, the inclusive psychological climate to trust relationship has both direct and indirect effects, including a serially occurring indirect effect through leader inclusion and workgroup inclusion. For the inclusive psychological climate to organizational identification relationship, there were only indirect effects, including a serially occurring indirect effect through both leader inclusion and workgroup inclusion.
Research limitations/implications
These results suggest the value of an inclusive psychological climate for setting the stage for more localized inclusion experiences through the leader and the workgroup. These inclusionary work environments promote social exchange as shown by employer trust and social identification with the organization.
Originality/value
This study examines the combined and serial effects of an inclusive psychological climate, leader inclusion, and workgroup inclusion on outcomes that represent a deep connection with the organization (organizational trust and organizational identification).
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Elten Briggs, Abigail Torres Rico, Tracy R. Kizer and Zhiyong Yang
This study aims to examine the ramifications of an unfavorable public incident resulting from an organizational leader’s transgression on member outcomes and their intentions to…
Abstract
Purpose
This study aims to examine the ramifications of an unfavorable public incident resulting from an organizational leader’s transgression on member outcomes and their intentions to purchase associated symbolic products as gifts. This study also considers how members’ attributions of organizational control affect the relationship between members’ organizational identification and their purchase behavior.
Design/methodology/approach
The study applies a longitudinal design involving two rounds of data collection over two years to examine a case of leadership transgression. Using the customer panel of a privately owned retailer, sorority members were surveyed before and after an unfavorable public incident involving their president. This study applied t-tests of mean differences and regression analyses to test the hypotheses.
Findings
After the leader’s transgressions were publicized, sorority members exhibited lower levels of cognitive organizational identification, satisfaction with the organization and purchase intention of organizational gifts. The association between cognitive organizational identification and gift purchase intentions was stronger after the incident. Further, controllability attributions positively moderated the association between cognitive organizational identification and the intended purchase quantity of organizational products after the incident.
Research limitations/implications
The sample limits the generalizability of the findings, as the study is conducted on one case of a leader’s transgression in an identity-based organization (IBO).
Practical implications
The findings imply that efforts to repair customer identification should be taken rather than satisfaction enhancement when a leader of an IBO commits a public transgression.
Originality/value
To the best of the authors’ knowledge, this is the first study to apply identity threat theory to understand how an organizational leader’s public transgression affects member outcomes and purchasing. The findings imply that it is critical to repair members’ identification when these situations arise. The use of a real case and a longitudinal research design are rare contributions to this research stream.
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On the basis of social identity theory, the purpose of this study is to simultaneously examine how social-based identity (i.e. organizational identification and supervisor…
Abstract
Purpose
On the basis of social identity theory, the purpose of this study is to simultaneously examine how social-based identity (i.e. organizational identification and supervisor support) and personal-based identity (i.e. work-related characteristics and job embeddedness) influence employees’ service sabotage.
Design/methodology/approach
By using a sample of 685 employee–customer dyads, this study investigated whether the cross-level moderating roles of organizational identification and supervisor support can activate linkage between work-related characteristics and job embeddedness.
Findings
The results of this study indicated that job embeddedness mediates the multiple cross-level effects of organizational identification, supervisor support and work-related characteristics on service sabotage. Moreover, work-related characteristics influence job embeddedness more positively in higher than lower levels of organizational identification and supervisor support.
Practical implications
This study provides a valuable approach to effective management practices, helps to clarify identification at work and expands perceived external prestige for hospitality companies.
Originality/value
These findings support that identity in organizations can be recognized as one of the fundamental concepts that influence individual psychological traits, capabilities, bodily attributes, group classifications and organizational effectiveness.
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Sherzodbek Murodilla Ugli Dadaboyev, Soyon Paek and Sungwon Choi
This research aims to clarify the relationship between organizational identification and employees’ unethical pro-organizational behavior, which has been a topic of mixed findings…
Abstract
Purpose
This research aims to clarify the relationship between organizational identification and employees’ unethical pro-organizational behavior, which has been a topic of mixed findings in previous empirical studies. To address this issue, a meta-analytic review was conducted, focusing on the influence of key individual differences such as gender, age and organizational tenure on the relationship between organizational identification and unethical pro-organizational behavior.
Design/methodology/approach
The study utilizes large scholarly databases including Google Scholar, PsycINFO, Business Source Premier and ProQuest Dissertations to identify relevant studies. A total of 31 independent samples with a combined sample size of 8,861 participants were included in the analysis.
Findings
The results showed that the estimated average correlation between organizational identification and unethical pro-organizational behavior after corrected for measurement unreliability was 0.188 (p < 0.001, 95% [CI: 0.125, 0.251]). Gender demonstrated a significant moderating effect (estimate = 0.004, p < 0.05, 95% [CI: 0.000, 0.007]), suggesting that there is stronger association between organizational identification and unethical pro-organizational behavior among male participants. Neither age nor organizational tenure had significant effect on organizational identification-unethical pro-organizational behavior relations.
Originality/value
This study revealed that the organizational identification-unethical pro-organizational behavior link was positive, and the relationship was stronger among male participants than their female counterparts. Age and organizational tenure show no significant impact on unethical pro-organizational behavior. These contribute to The authors' understanding of organizational identification-unethical pro-organizational behavior relationship, as well as identifying its boundary conditions. The study suggests directions for future research and implications for managers and practitioners.
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Muhammad Arshad, Mir Dost and Neelam Qasim
The purpose of this study is to examine the influence of organizational identification on employee work engagement (EWE) and to what extent this relationship strengthens/weakens…
Abstract
Purpose
The purpose of this study is to examine the influence of organizational identification on employee work engagement (EWE) and to what extent this relationship strengthens/weakens when moderated by gender and leader social dominance orientation (SDO).
Design/methodology/approach
To test the hypothesized relationships, the authors collected data from supervisors (n = 101) and their subordinates (n = 478) working in medium and large organizations in the service industry. To test the hypothesized model, the authors used structural equation modeling in MPlus.
Findings
The data revealed that organizational identification is positively associated with EWE. Interestingly, the effects were stronger on female EWE than male EWE. Furthermore, the findings of this study displayed that leader SDO negatively moderated the relationship between organizational identification and EWE. The results of this study were more potent when the leader SDO was low versus high.
Originality/value
The findings mainly contribute to the social identity theory by examining the moderating role of gender and leader SDO on the link between organizational identification and EWE. This study offers practitioners insights into the importance of gender in EWE and the type of leadership. Conducting this study in a developing economy provided a unique contextual finding, which will be helpful for the practitioners who want to improve the work engagement of female employees.
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