Search results

This study aimed to develop a moderated mediation model to explain the relationship between perceived organizational justice and the counterproductive work behavior (CWB) of Chinese public servants. In this model, the authors assumed that job burnout mediates the relationship between perceived organizational justice and CWB and that moral identity moderates the relationship between job burnout and CWB.

A total of 210 public servants in China participated in this study, and their characteristics were measured by self-report tools. Hierarchical multiple regression analyses were used to test the moderated mediation model.

Analysis of the data demonstrated that perceived organizational justice, job burnout and moral identity influenced CWB. Moral identity moderated the relationship between job burnout and CWB, such that individuals with low moral identity are more likely to engage in CWB. Moreover, job burnout mediated the effect of perceived organizational justice on CWB, and the mediating effect of job burnout was moderated by moral identity. The indirect effect of perceived organizational justice on CWB through job burnout was significant among individuals with low moral identity but not among individuals with high moral identity.

The findings highlight the self-regulatory function of moral identity in preventing CWB.

The study offers several significant suggestions to reduce CWB in Chinese public sector administration, such as by improving organizational justice perception, recruiting and selecting individuals with reference to their moral identity and monitoring employees’ job burnout regularly.

The authors developed and verified a moderated mediated model on the relationship between perceived organizational justice and CWB. The study revealed that job burnout has a mediating effect on the perceived organizational justice–CWB relation, providing important insights into the processes through which perceived organizational justice affects CWB.

This study aims to broaden the current literature by examining the relationships between organizational identity, knowledge sharing and creativity with moderating role of perceived organizational support.

Data were collected from 291 teachers working in vocational high schools by using a survey method. After data collection, construct validity and reliability were assessed and direct relationships were examined by using structural equation modeling (SEM). In addition, a hierarchical moderated regression analysis was conducted.

It was found that (1) organizational identity is positively related to knowledge sharing, (2) organizational identity is positively associated with creativity, (3) knowledge sharing does not mediate the relationship between organizational identity and creativity and (4) perceived organizational support positively moderates the relationship between organizational identity and knowledge sharing whereas it does not moderate the relationship between organizational identity and creativity.

Drawing on social identity theory (SIT) by integrating social exchange theory (SET), this research broadens the current literature by empirically showing the untapped effects of organizational identity on knowledge sharing and creativity and the role of perceived organizational support as a moderator on these relationships. This study confirms the effect of organizational identity on creativity and knowledge sharing. In addition, this research is the first that investigates the moderating role of perceived organizational support on the effect of organizational identity on knowledge sharing and creativity. Therefore, this study provides a deep understanding of these relationships and contributes to the literature.

The purpose of this paper is to provide a framework for predicting the role and effects of perceived organizational identity (POI) on organizational members' perceptions and behaviors during crisis and change situations, and the scope of the resulting POI changes that may occur.

The paper brings together research on crisis, change, threat/opportunity, and POI, along with case study data to create a threat/opportunity framework for making these predictions.

Based on whether threat or opportunity is perceived during crisis and change situations, different aspects of individuals' POIs will become salient. In threat situations, individuals will focus on perceptions of “who we are.” In opportunity situations, individuals will also focus on “who we could be.” The focus of attention and the threat/opportunity context will influence organizational identification, learning, and openness to change; and whether incremental or transformational POI change occurs. The perception of “who we could be” will motivate more change than the ideal organizational identity or the image of “who we want to be” that is typically studied in the literature. The scope of POI change is also dependent on perceptions of identity cost and the identity gap.

Future research can test the hypotheses suggested here in various crisis and change contexts. Also, differentiating between threat and opportunity contexts is important for understanding the role of POI, and the extent to which POI changes can occur in crisis and change situations. Studies of resistance to POI change could consider whether individuals perceived the identity cost and the identity gap as being too low. More research on POI in opportunity contexts could expand understanding of the POI image of “who we could be” in motivating POI change. Finally, further integration of the literature on crisis and change can benefit both fields.

Practitioners can predict which aspects of POI will become salient in threat and opportunity conditions, and manage their different effects. For individuals to learn and change their POIs during crisis and change situations, managers need to diminish heightened perceptions of threat and shift the focus of attention to “who we could be.” Top managers' claims of “who we could be” need to be perceived by organizational members as being desirable and attainable in order to be motivating. Finally, to create transformational POI change, executives need to highlight the identity cost of not changing, and the size of the identity gap.

The threat/opportunity framework enables new predictions of the role and effects of POI in crisis and change situations. The paper highlights the POI image of “who we could be,” defines incremental and transformational POI change, redefines the identity gap concept, and introduces the notion of identity cost to provide a framework for predicting the scope of POI change that has received limited research attention. Finally, the paper contributes to research on POI in opportunity‐oriented conditions, and integrates research on crisis and change.

The implications of multiple organizational identities for branding research have been scarcely considered. This paper aims to explore what sources of identity internal stakeholders use to construct organizational identities and corporate identities, and identify how diversity emerges in the perceived identities across various stakeholders.

The empirical study includes 59 in-depth interviews with internal stakeholders in a business-to-business service company.

Employees may perceive identity diversity as a strategic benefit for the company, and employees may not identify with a uniform corporate identity. The corporate identity could become more identifiable for employees through managerial recognition of different dimensions of identity diversity, such as multiple professional and locational identities.

The study bridges insights between organizational identity and corporate identity and problematizes identity coherence and consistency as strategic principles for corporate branding by proposing an alternative approach guided by identity diversity. Additionally, the study discusses identity diversity-based approaches to internal branding and co-creation in branding.

World Tourism Organization (WTO) recognizes image as the main aspect to be considered by a destination in its promotion and marketing process. Cities try to build valued and recognized images, established from an identity defined based on their own values. One of the strategies adopted for this construction is to hold events, through which it is possible to promote tourism, move the economy, improve the infrastructure, change the image and influence intentions to visit the destination. From the point of view of supply and demand, theorists have proposed two categories of destination image: the projected image and the perceived image. In this context, the objective of the research was to propose a model for measuring the Projected and Perceived Image through the Organizational Identity of the Volvo Ocean Race Brazil.

With a quali-quantitative approach, the study universe is composed of in-depth interviews with the main members of the organizing committee, documentary and netnographic analysis of the event's social networks. For the analysis and interpretation of qualitative data, the collective subject discourse was used. Documentary and netnographic analysis were by means of deductive content analysis and correspondence analysis.

The results supported the three secondary hypotheses of the research, leading to confirm the central hypothesis that the constructed organizational identity, projected by the image, is perceived by visitors to the event studied.

It is understood as fundamental the expansion of studies regarding projected and perceived image, identity and the possibility of its application in tourist events, as social representations, as support also for the definition of management and marketing strategies.

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.

The purpose of this study is to test a model of healthcare professionals’ well-being seen as a consequence of a process of motivated professional identity construction, a variable that mediates the influence of the organizational identity (utilitarian or normative) and the perceived reputation of the profession on well-being.

Cross-sectional design, based on a survey of 384 healthcare professionals. Structural equation modeling with latent variables was used to test the model.

The data provide empirical evidence supporting the proposed model. We find that organizational identity (utilitarian and normative) and perceived professional reputation positively relate to professional identity, a variable that positively relates to well-being. Professional identity mediates the relationship between organizational identity (normative and utilitarian) and perceived professional reputation and well-being. Utilitarian organizational identity and perceived professional reputation are also directly related to well-being.

This research significantly departs from the current focus of explaining the well-being of healthcare professionals by resorting mainly to individual factors and introduces organizational and institutional determinants.

This paper aims to examine how and why management accounting practices are linked to an organization's identity and identity discrepancies.

A qualitative field study of a one‐year change project in a large manufacturing company is used as the basis for the analysis.

The empirical study reveals how discrepancies between organizational members' perceived identity and their construed external (and desired future) image both influence and are influenced by emergent accounting practices. Empirical evidence suggests such a reciprocal relationship between accounting and identity, since accounting practices are an important means of (de)legitimizing an organization's current self‐perception.

The uncovered reciprocal relationship between management accounting practices and organizational identity (discrepancies) have implications for a broader literature, including the works on how different forms of control interact as a “control package” and the discourse on potential sources of organizational identity change.

Although it has previously been suggested that management accounting may be an important means for, as well as an outcome of, processes of identity (re)constructions in organizations, this study suggests a more complex interplay than has previously been noted in the literature. Specifically, it was found that organizational identity may for a considerable time work as a highly influential and largely unquestioned categorical imperative, signifying the boundaries of appropriate organizational action. At times, however, accounting practices may spark (re)constructions of identity discrepancies through: providing identity‐inconsistent evidence; and using (new) measures in a “feed‐forward” manner to explore possible ways to close such perceived discrepancies.

Knowledge is critical for employee and firm success. We show that being perceived as prototypical organizational members is a source of prominence in knowledge exchange that operates beyond preexisting communication or affective relationships. Self-categorization processes produce – through depersonalization – a positive attitude among the members which represents an autonomous mechanism of social attraction for knowledge exchange, while social network mechanisms are triggered by interpersonal attraction. Our findings also suggest that including perceived members’ prototypicality can avoid a potentially spurious relationship in assessing the role played by social identity and categorization theory in explaining attitude and behaviors.

Over the past decade, the U.S. workforce has become increasingly diverse. In response, scholars and practitioners have sought to uncover ways to leverage this increasing diversity to enhance business performance. To date, research evidence has failed to provide consistent support for the value of diversity to organizational effectiveness. Accordingly, scholars have shifted their attention to diversity management as a means to fully realize the potential benefits of diversity in organizations. The principal aim of this chapter is to review the current wisdom on the study of diversity climate in organizations. Defined as the extent that employees view an organization as utilizing fair personnel practices and socially integrating all personnel into the work environment, diversity climate has been proposed as a catalyst for unlocking the full value of diversity in organizations. During our review, we discuss the existent individual- and aggregate-level research, describe the theoretical foundations of such work, summarize the key research findings and themes gleaned from work in each domain, and note the limitations of diversity climate research. Finally, we highlight the domains of uncertainty regarding diversity climate research, and offer recommendations for future work that can enhance knowledge of diversity climate effects on organizational outcomes.