Coming to terms with organizational identification and commitment

Cheney, George; Tompkins, Phillip K.

doi:10.1080/10510978709368225

Cited by 219 publications

(186 citation statements)

References 33 publications

Supporting

Mentioning

173

Contrasting

Unclassified

Order By: Relevance

“…Organizational identification develops when an employee relates himself/herself to the organization, and wants to continue the rest of his/her career with that organization [43]. According to some other researchers, OID confirms an employee's perceptions of the organizational values (Pratt, 1998).…”

Section: Organizational Identificationmentioning

confidence: 96%

The Organizational Identification Perspective of CSR on Creative Performance: The Moderating Role of Creative Self-Efficacy

2017

View full text Add to dashboard Cite

Abstract:Corporate social responsibility (CSR) is an emerging and fast-growing concept for both academic research and organizations. In recent years, the far-reaching influence of CSR practices on stakeholders has made both researchers and practitioners pay heed to this dimension. Employees are one of the most important stakeholders influenced by CSR practices. CSR brings in many ideas, concepts, and techniques. In the past, different antecedents and consequences of corporate social responsibility have been studied, but there is still a deficit in regard to whether employee creative performance is an outcome of corporate social responsibility, and the interlinked variables that might enhance this relationship. The main objective of this study is to examine how CSR practices enhance employee performances within the organization, and which other variables may enhance this relationship. The literature suggests that employees who value CSR campaigns and other practices identify with their company to a greater degree, work with more devotion and loyalty, and show more creativity in their work performance. In this study, organizational identification has been taken as the mediator, and creative self-efficacy has been taken as the moderator. The hypotheses were tested within the sample of companies engaging in CSR practices in Pakistan. A questionnaire survey was conducted using simple random sampling. Simple linear regression, hierarchical regression, and Barron and Kenny tests were applied through SPSS (Statistical Package for the Social Science) for data analysis, and results were found according to the proposed model of the study.

show abstract

Section: Organizational Identificationmentioning

confidence: 96%

The Organizational Identification Perspective of CSR on Creative Performance: The Moderating Role of Creative Self-Efficacy

2017

View full text Add to dashboard Cite

show abstract

“…Organizational identification can also be viewed as an alignment of individual and organizational values 13 . As a consequence, the decision makers desire to choose the alternative which best promotes the perceived interests of the organization 14 . Organizational identification is an important aspect because of its relationship with commitment to the organization 15 , which in turn positively affects motivation, job performance, job satisfaction, employee interaction and retention (with positive effects on productivity, efficiency, effectiveness), and individual decision making 16 .…”

Section: B Loyalty and Identificationmentioning

confidence: 99%

Pools: A More Efficient Way to Support Spacecraft Operations

Codazzi

Kim

2013

Space Operations: Experience, Mission Systems, and Advanced Concepts

View full text Add to dashboard Cite

The operations department at the GSOC recently started using a new approach for the support of satellite missions. Since 2009, several pools of specialists have been created, that cover all missions instead of having dedicated teams for each project. Each pool groups experts of the particular satellite subsystems (e.g. attitude and orbit control, power/thermal, data, etc.). All pools together form the Operations Engineering Group (OEG), which is managed by the OEG lead, and whose main goal is to satisfy the project needs, using group resources in the most efficient way. To achieve this objective the group lead together with the individual group members, are constantly trying to improve the group performance by optimizing not only the internal structure and the exchange of information with the project managers (the so-called "hard" factors), but also by working on the "soft" factors. The latter are, for example, assigning tasks to the engineers, keeping an eye on employee motivation, communicating inside the pools and the cross-communication between them, encouraging employee creativity, and establishing a group culture. This paper focuses on the OEG's main features. It describes the experiences of the last two years supporting an increasing number of projects using the described approach. The first section gives a general overview of the group. The advantages of supporting operations with different pools instead of using dedicated teams are presented in Section 2. Section 3 describes the challenges faced by the group and the solution applied. The fourth section presents some conclusions, the lessons learned and some possible future applications of this promising support strategy.

show abstract

“…Рассматривая подходы к изучению корпоративной идентичности в современном запад-ном социолого-управленческом и менеджеральном знании, следует также указать на теорию скрытого и «ненавязчивого контроля» (unobtrusivecontrol) в организации, разработанную G. Cheney и P. Tompkins [12]. В соответствии с этой теорией, современные организации стараются контролировать внутреннею и внешнюю среду организации посредством систематических ма-нипуляций риторическим окружением.…”

unclassified

Interpretation of Corporate Identity in Contemporary Western Sociology of Management

Dukhina¹

2016

HSEI

View full text Add to dashboard Cite

Анализ существующих в социологическом знании интерпретаций понятия «идентичность» позволяет утверждать их комплементарный характер по отношению друг к другу, свидетель-ствующий не столько о дифференциации в понимании идентичности, сколько о системном свойстве данного понятия и явления. Идентичность телеологически и интенционально выступа-ет в качестве явления отождествления целей и ценностей индивида с социокультурными регу-ляторами (целями, ценностями, потребностями, нормами и т.д.), являющимися атрибутивными для той или иной социальной общности, группы и социальной организации. Процессуальное понимание идентичности дополняется его интерпретацией как состояния, достигнутого в про-цессе идентификации, заключающегося в той или иной степени отождествления, принятия, ин-териоризации/экстериоризации групповых социокультурных регуляторов сознания и поведения.В свою очередь, идентификация рассматривается в социально-гуманитарном знании как процесс освоения социокультурных кодов и включения в общественные отношения в рамках тех или иных малых и больших групп. Для идентификации и построения многомерного социо-культурного пространства связей и отношений индивиду необходимы определенные идентифи-

show abstract

Coming to terms with organizational identification and commitment

Cited by 219 publications

References 33 publications

The Organizational Identification Perspective of CSR on Creative Performance: The Moderating Role of Creative Self-Efficacy

The Organizational Identification Perspective of CSR on Creative Performance: The Moderating Role of Creative Self-Efficacy

Pools: A More Efficient Way to Support Spacecraft Operations

Interpretation of Corporate Identity in Contemporary Western Sociology of Management

Contact Info

Product

Resources

About