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The study aims to investigate the mediating roles of leadership identification and organizational identification linking abusive supervision to employees' turnover intention.

Using a self-administer survey design, data were collected from 229 nursing workforce employed in hospitals located in Karachi.

The research findings show that abusive supervision has a considerably positive influence on turnover intention. The findings also show that abusive supervision negatively affects nurses' leadership identification and organizational identification. Leadership identification and organizational identification were found to be negatively related to nurses' turnover intention. Finally, leadership identification and organizational identification were found to parallelly mediate the relationship between abusive supervision and turnover intention.

This study helped uncover the previously unknown parallel mediating mechanism of organizational identification and leadership identification. Additionally, abusive supervision was found to negatively affect employees' leadership 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.

The purpose of this study is to demonstrate how employee commitment and identification affect the intra-group conflicts and to demonstrate the moderator role of some dimensions of core self-evaluation (CSE) on the relationship between commitment and conflict. Exploring relationships can provide a better understanding of the nature of intra-group conflicts and the development of prevention and conflict management strategies.

This study uses case studies to illustrate the factors that amplify and weaken conflicts. Case studies describe conflicts within a single multinational company.

According to the results, the high levels of affective commitment and the degree of group identification reduce the relationship conflict, and the impact of affective commitment on the relationship conflict is moderated by the degree of self-esteem. The high levels of normative commitment and the degree of organizational identification reduce the process conflict, and the impact of normative commitment on process conflict is moderated by the degree of self-control. The high levels of professional commitment and the degree of occupational identification reduce the task conflict and that the impact of professional commitment on the task conflict is moderated by the degree of self-efficacy.

The results should also be confirmed by research using a quantitative method.

Managers need to increase employees’ commitment in a targeted way to increase their performance and to prevent conflicts. An important lesson for recruitment professionals is that in jobs where conflict prevention is particularly important, CSE levels that determine personality traits should also be tested.

The degree of commitment and identification also largely depends on organizational circumstances and the support of the manager. The factors brought into play by the employees, including the personality of the staff involved in the conflict, also play a role in conflicts. While these do not trigger it, some personality variables influence the outcome of conflicts. The study demonstrates that targeted enhancement of employee commitment and identification can address intra-group conflicts and that CSE is able to prevent certain types of intra-group conflicts through its moderating effect.

This study aims to examine the internal brand knowledge dissemination process in the banking sector and its effects on employees. Specifically, it focuses on the key roles of employee identification with both the organization and with the customer as antecedents of behaviors supportive of the brand, i.e. employee citizenship behaviors and recommendation behaviors.

An empirical study was carried out in a major Spanish bank. Data gathered from a survey of 315 employees were analyzed through structural equation modeling.

The results showed that employees' perceptions of brand value congruence are key in explaining their identification with both the organization and with the customer. However, the employees' perceptions of the brand's authenticity explained only their recommendations of the bank as a good place to work.

These findings contribute to the advance in the current knowledge of the role of variables such as brand authenticity and employee–customer identification in internal brand management. From a managerial viewpoint, the results provide insights into the importance of employees' perceptions and attitudes when it comes to brand knowledge dissemination.

This paper aims to understand the factors that influence employee organizational identification in family firms, and through identification, the willingness to engage in citizenship behaviors.

Drawing from the stewardship theory, the authors develop a model to test the relationships between family relatedness and relational identification to the family firm owner, employee-focused stewardship practices, organizational identification and organizational citizenship behaviors. The authors test the hypotheses using regression and the Preacher and Hayes PROCESS macro on a sample of 292 family firm employees.

The findings suggest that both relational identification with the family firm owner and employee-focused stewardship practices positively influence organizational identification, and that familial ties to the family firm owner can influence relationships with citizenship behaviors for non-family employees.

The authors build on existing literature to investigate how employees identify themselves within a family firm and how stewardship practices from the employee's perspective (rather than managers' or founders' perspectives) can influence organizational identification and citizenship behaviors.

The purpose of this paper is to find how leader humility affects employees’ constructive voice behavior toward supervisor (speaking up) and coworkers (speaking out) from an identification-based perspective, and seeks to verify the effectiveness of leader humility in the Chinese context.

Data were collected from 325 employees in four Chinese companies with two phases. In the first phase, the participants were asked to report the leader humility, their identification of their relations with the supervisor, and their identification with their organization. In the second phase, they were asked to report their voice behaviors toward their supervisors and coworkers.

The results indicate that leader humility strongly predicts both employees’ voice behaviors of speaking up and speaking out. Results further suggest that relational identification with the supervisor explains why leader humility promotes employees speaking up, while organizational identification explains why leader humility promotes employees speaking up and speaking out.

Managers with humility can successfully shape employees’ relational and organizational identifications, which in turn encourage their voice behaviors toward supervisors and coworkers. Hence, behaving humbly in working places could be an effective way for managers to promote organizational cohesion and creativity.

Although leader humility attracts much attention in both academia and practice, researchers have been primarily focusing on conceptual development and measurement issues, and empirical studies are rare. This is the first research connecting leader humility and employee proactive behaviors. Moreover, it takes an in-depth analysis of the constructive voice behaviors by differentiating them based on their targets.

This paper aims to examine the influence of two organizational factors, namely, organizational justice and organizational culture, on organizational identification as perceived by employees following merger and acquisition (M&A) in Malaysia.

The study, which adopts the Social Identity Theory as its theoretical foundation, was conducted among employees from selected Malaysian organizations that had undergone M&A from 2009 to 2016. Data were obtained from 302 respondents and analysed using Structural Equation Modelling procedures.

The results reveal that interactional justice and four dimensions of organizational culture contribute significantly to organizational identification, with a determination power of 61 per cent.

The study offers practical insights to human resource managers in strengthening organizational identification as perceived by employees after an M&A by considering the crucial role of interactional justice and organizational culture.

There have been few investigations that link employees’ perceptions of organizational justice and culture with post-merger organizational identity. This study theorizes on human issues in M&A and enriches the Western literature on organizational identification by providing insights from an Asian (Malaysian) perspective.

The research is limited in terms of respondents who were employed in M&A organizations in the Klang Valley areas in Malaysia. The scope is also limited to an examination of two groups of organizational factors, namely, justice and culture, that lead to organizational identification. Implications to managing human resources from the perspective of organizational development are discussed.

Since non‐family employees form a large portion of employees in many family firms and they play an important role in the transgenerational survival of those firms, the purpose of this paper is to explore how family influence factors affect non‐family employees' organizational identification and then organizational attachment, which can consequently influence their turnover intentions.

In this conceptual paper, the paper attempts to answer two important research questions: What are the family firm‐specific determinants of nonfamily employees' organizational identification in family firms? How does nonfamily employees' organizational identification affect their tenure in family firms? Thereby, the paper develops a conceptual model linking family influence dimensions (i.e. power, experience, and culture), nonfamily employees' organizational identification, organizational attachment, and turnover intentions within the domain of the stewardship theory.

The model presented in this paper can help scholars and family business managers better understand the idiosyncratic family influence dimensions that can affect nonfamily employees' perceptions and intentions associated with their tenure in family firms. If family firms can limit the negative effects of family influence factors, make the best use of the positive effects, and integrate key nonfamily employees into the family firm through helping them satisfy their higher‐order needs, they can uninterruptedly move forward toward achieving long‐term competitive advantages and superior performance.

Aside from the antecedents of nonfamily employees' organizational identification that are pointed out in this paper, there may be other determinants that are beyond the scope of this paper. The governance structure and strategic orientations are some of the possibilities constituting avenues for future research.

Family firms with great employee care cannot only increase employees' loyalty to their firms, but also help them develop work‐life balance.

This paper is one of the only attempts to use social identity theory to explain non‐family employees' organizational identification and attachment in family firms that can affect their turnover intentions. Not only does this add to our knowledge of family firm human resources management and provide new directions for future research, but it also suggests the usefulness of social identity theory in family business research.

The purpose of this paper is to examine if personal identification could explicate the black box between participative leadership and employee ambidexterity. Also, the authors aim to explore how and why the top-down effects of higher-level leadership styles affect lower-level outcomes.

The authors collected multilevel and multisource data from top manager teams, and unit managers and employees of research and development, marketing and sales, and operations from Taiwanese technology firms.

The results revealed that individual-level personal identification partially mediated the relationship between firm-level participative leadership and individual-level employee ambidexterity, and individual-level coworker social support moderated the effect of firm-level participative leadership on individual-level employee ambidexterity through individual-level personal identification.

This paper demonstrated the importance of participative leadership and personal identification. It contributed to profound comprehension for potential mechanisms of individual-level personal identification and an enhancer of individual-level coworker social support why and how affects firm-level participative leadership on individual-level employee ambidexterity.

The purpose of this paper is to examine the relationship between employees’ corporate social responsibility (CSR) perception and their organizational identification in a Chinese context. The moderating effect of employees’ collectivist orientation on the relationship between CSR perception and organizational identification is also examined.

Data were collected from 308 employees of 7 firms in Zhejiang Province, located in southeast China. Hierarchical regression analyses were utilized to test the hypotheses.

The results indicate that all three dimensions of CSR perception in this study, specifically, economic, philanthropic and strategic CSR perception, are strongly and positively related to the organizational identification of employees. Employees’ collectivist orientation positively influences the relationship between strategic CSR perception and organizational identification. In contrast, collectivist orientation negatively influences the relationship between economic CSR perception and organizational identification. However, no moderating effect of collectivism on the relationship between philanthropic CSR perception and organizational identification was found.

The findings highlight the positive relationship between employees’ CSR perception and their workplace attitudes, shedding particular light on how employees’ personal values influence their responses to CSR in Chinese organizations.

This study extends the current understanding on the relationship between CSR and organizational identification. Particularly, the authors include multiple dimensions of CSR (economic, philanthropic and strategic CSR) in the research model, demonstrating that the link between CSR perception and organizational identification is influenced by employees’ collectivist orientation.