Organizational Identity and Organizational Identification

He, Hongwei; Brown, Andrew D.

doi:10.1177/1059601112473815

Cited by 342 publications

(116 citation statements)

References 157 publications

(222 reference statements)

Supporting

Mentioning

107

Contrasting

Unclassified

Order By: Relevance

“…It has also been shown to be more valued and consistent over time than supervisor support (Ng & Sorensen, 2008). At the organizational level, it has been suggested that leader-member (supervisor-employee) exchange is an important resource that promotes employees' identification with and positive emotions towards their overall organization (He & Brown, 2013;Tangirala, Green, & Ramanujam, 2007). Social support from supervisors (defined as the interpersonal transfer of instrumental or emotional resources from the supervisor to the employee) has been shown to strengthen employees' emotional attachments to their employing organization (Rousseau & Aubé, 2010).…”

Section: Job Resources Related To Group-based Pridementioning

confidence: 99%

Job Resources to Promote Feelings of Pride in the Organization: The Role of Social Identification

Welander

Wallin

Isaksson

2017

SCAND J WORK ORGAN PSYCHOL

View full text Add to dashboard Cite

Employees are assumed to obtain job resources from and identify with the organization they work for. Previously, the concepts of job resources and social identification have mostly been studied holistically, that is, on one general organizational level. This study aims to contribute to the understanding of how job resources, operationalized at two different levels (workgroup and organizational) in two organizations, could have an influence on group-based pride that employees feel for their workgroups and for their organizations. Social identification is purported to intervene in this relationship on respective level, and its inclusion is expected to contribute to different forms of pride. Regression analyses of questionnaire data gathered from 436 employees in two middle-sized municipalities in Sweden revealed that: (1) a workgroup's resources explained additional variance in workgroup pride beyond the effects of resources at the organizational level, (2) organizational resources explained additional variance in organizational pride beyond that of workgroup resources, and (3) social identification in both these areas was a potential partial mediator in these relationships. These findings highlight the need to distinguish between workgroup and organizational levels regarding both independent and dependent variables. Such clarification of the multiple identifications and group-based pride dynamics could have practical implications for Human Resource (HR) managers in particular.

show abstract

Section: Job Resources Related To Group-based Pridementioning

confidence: 99%

Job Resources to Promote Feelings of Pride in the Organization: The Role of Social Identification

Welander

Wallin

Isaksson

2017

SCAND J WORK ORGAN PSYCHOL

View full text Add to dashboard Cite

show abstract

“…Social movement scholarship provides meaningful insight into the formation of collective identity, how it is defined, and what impact it has on the individuals who occupy these spaces as well as the community at large (He & Brown, 2013). Attempts at examining collective identity have prompted scholars to offer several definitions.…”

Section: Boundary Work In Social Movement Organizationsmentioning

confidence: 99%

The push for transgender inclusion: Exploring boundary spanning in the gay–straight alliance

Sutherland

2019

Sociology Compass

View full text Add to dashboard Cite

Gay–straight alliance (or gender‐sexuality alliance; GSA) is a high‐school based club aimed at providing a safer environment for sexual and gender minority youth as well as their straight allies. Yet, as a club historically rooted in addressing sexual orientation‐related concerns, less attention has been given to understanding the changing relational dynamics of internal GSA activities aimed at expanding membership boundaries through the promotion of transgender inclusivity. I address this by bridging existing scholarship on GSAs, social movements, and the sociology of culture to showcase the impact boundary‐spanning strategies are having on GSA mobilization, in‐group solidarity, and external political and social activism. My findings reveal that membership boundary negotiations around gender diversity issues are shifting the social landscape of these clubs. Emerging barriers that impede boundary‐spanning efforts are also highlighted and discussed. More broadly, I generate new theoretical insights into how boundary spanning can shape political and social activism as well as offer promising future research directions in this area.

show abstract

“…EI is defined as the component of identity that is related to the job or task content. This concept has been overlooked in empirical studies (Tang et al, 2014), whereas OI has received considerable attention in organization studies (He & Brown, 2013). The latter concept refers to an entity's attempt to define itself (Corley et al, 2006, p. 87) and is related to a firm's culture, history, structure, characteristics, status and reputation (Martin, Johnson, & French, 2011).…”

Section: The Influence Of Social Identity On Both Creative Idea Assmentioning

confidence: 99%

Creativity within boundaries: Social identity and the development of new ideas in franchise systems

et al. 2018

View full text Add to dashboard Cite

The aim of this paper is to analyse one paradox of creativity that involves balancing novelty and conformity. Using a social identity perspective, we differentiate between organizational and expertise identities to understand how different types of identities impact the creative process in terms of novelty generation as well as conformity in the context of franchising. Franchise systems are a specific organizational context in which tensions between different identities may arise and ideas are selected by multiple audiences. Furthermore, because franchising is based on standardization, franchisors need to find a balance between maintaining the uniformity of the system through conformity and enhancing new idea deployment in the network for the purpose of adaptation. We conduct a comparative case study analysis of 17 franchise systems based on 20 narrations. The findings from our qualitative empirical study show that identification plays a major role in the creative process. Social control, which may be exerted by manipulating the group identity, is an efficient lever to increase both the diffusion of an idea and its variation from existing standards, which leads to important managerial implications. Networks of individuals can promote both idea generation and a uniform diffusion of those ideas by enhancing organizational identity with a strong entrepreneurship orientation or expertise identity based on occupation‐specific knowledge acquired through experience.

show abstract

Organizational Identity and Organizational Identification

Cited by 342 publications

References 157 publications

Job Resources to Promote Feelings of Pride in the Organization: The Role of Social Identification

Job Resources to Promote Feelings of Pride in the Organization: The Role of Social Identification

The push for transgender inclusion: Exploring boundary spanning in the gay–straight alliance

Creativity within boundaries: Social identity and the development of new ideas in franchise systems

Contact Info

Product

Resources

About