Putting Identification in Motion: A Dynamic View of Organizational Identification

Bednar, Jeffrey; Galvin, Benjamin M.; Ashforth, Blake E.; Hafermalz, Ella

doi:10.1287/orsc.2018.1276

Cited by 67 publications

(73 citation statements)

References 126 publications

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“…The present research contributes to the development of theoretical knowledge on the role of OI as a mediator between manageable antecedents (climate and leadership) at different levels (individual, group, and organization) and important work outcomes ( Soenen and Melkonian, 2016 ; Wang et al, 2017 ; Irshad and Bashir, 2020 ; Nguyen et al, 2020 ). First, it confirms that environmental, relational, and managerial factors and perceptions (e.g., cultural values, supervisor support, organizational climate, and leadership style) are internalized by workers, thus influencing behaviors and motivational aspects ( Stinglhamber et al, 2015 ; Piccoli et al, 2017 ; Bednar et al, 2020 ). Furthermore, this study highlights that both delegation and an ethical climate of friendship support OI processes, with a positive impact on work outcomes.…”

Section: Discussionmentioning

confidence: 62%

“…The present research can offer many insights for practitioners. First of all, HRM should monitor the evolution of employees’ identification with their organization through a continuous and dynamic process of sense-making ( Ashforth and Schinoff, 2016 ), so as to avoid “snap-shot” approaches ( Bednar et al, 2020 ). Also, this process should incorporate operational practices specifically aimed at positively impacting the OI: interventions on resources (autonomy, training, jobs, responsibilities, information, etc.…”

Section: Discussionmentioning

confidence: 99%

“…HR management (HRM) must deal with the new operational and organizational scenarios that have recently been unfolding in a timely and creative manner ( Cornelissen et al, 2007 ). As change is no longer a rare event to cope with but rather the norm, HRM is progressively moving its focus toward processes that deal with the communication and sharing of values, visions, and objectives that allow workers to better face these continuous transformations and challenges ( He and Brown, 2013 ; Bednar et al, 2020 ). Consequently, organizational identification (OI) started playing a key role in strategic management research, primarily for its effects on many motivational factors, work outcomes, attitudes, behavioral intentions, and team dynamics ( Meyer et al, 2006 ; Liu et al, 2011 ; Smith, 2011 ; Peters et al, 2013 ; Zagenczyk et al, 2020 ).…”

Section: Introductionmentioning

confidence: 99%

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Ethical Climate(s), Distributed Leadership, and Work Outcomes: The Mediating Role of Organizational Identification

et al. 2021

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Organizational identification (OI) has increasingly attracted scholarly attention as a key factor in understanding organizational processes and in fostering efficient human resource (HR) management. Available evidence shows that organizational ethical climate crucially predicts OI, a key determinant of both employees’ attitudes and behaviors. In the present paper, we examined the relationship between two specific ethical climates (self-interest vs. friendship), distributed leadership (DL), and employees’ attitudes and behaviors, incorporating OI as a core underlying mechanism driving these relationships. Three hundred and forty-two employees filled out questionnaires to examine ethical climate, DL, OI, and a series of measures concerning attitudes and behaviors toward the organization. Structural equation modeling confirmed that a perception of an ethical climate of friendship (but not self-interest) fostered OI, which elicited higher commitment, perceived trust and recommendation, and lower turnover intention. Perception of DL further contributed to increasing OI. Our findings suggest that HR practices should carefully consider employee perceptions of a collectivistic (vs. individualistic) ethical climate, together with perceptions of DL, as key determinants of positive organizational outcomes. We discuss results in light of the social identity approach and present practical implications for HR management.

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Section: Discussionmentioning

confidence: 62%

Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Ethical Climate(s), Distributed Leadership, and Work Outcomes: The Mediating Role of Organizational Identification

et al. 2021

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“…Although both commitment and identification can be dynamic (Bednar et al, 2020;Klein et al, 2012), we suggest that changes in commitment to and identification with one's workgroup may show different trajectories over time in response to the dramatic workplace changes brought on by the Stay-Home orders. Commitment has been conceptualized as more behaviorally based than identification (Becker, 1960;Staw, 1981).…”

Section: Differentiating Workgroup Commitment From Workgroup Identifimentioning

confidence: 86%

Is Commitment Getting Infected Too? How COVID-19 Stay-Home Orders Influence Workgroup Commitment

Stein¹,

Chatman²,

Schroeder³

2021

Preprint

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The COVID-19 pandemic and associated “Stay-Home” restrictions in the United States have disrupted employees’ lives. We leverage the change brought on by the Stay-Home restrictions to examine corresponding changes in employees’ commitment to their workgroup. Specifically, we advance and test a model predicting that the Stay-Home restrictions prevented workgroups from engaging in rigidly performed, meaningful workplace activities (i.e., ritualistic workplace activities), which subsequently made members feel that the group was less cohesive and ultimately reduced members’ workgroup commitment. We also compare changes in workgroup commitment to changes in workgroup identification, hypothesizing that commitment to one’s group erodes more than identification when workgroups are perceived to be less cohesive. We test our model in a four-wave panel survey of 772 U.S. employees at the onset of the Stay-Home restrictions, which allows us to examine within-person changes to commitment over time. Consistent with our hypotheses, commitment decreased as the duration of Stay-Home restrictions increased, which was mediated by corresponding declines in engaging in ritualistic workplace activities and perceptions of the workgroup’s cohesiveness. Further, commitment to one’s workgroup declined more than did identification with the workgroup, due to the stronger relationship between perceived group cohesion and commitment (vs. identification). We replicated these results in a separate, preregistered cross-sectional survey. Our findings shed light on the mechanisms underlying workgroup commitment, demonstrating that engagement in ritualistic activities, which enhance workgroup cohesion, is linked to stronger commitment— more so than identification—over time.

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“…The findings of Weinberger et al (2017) may help understand how identity‐based consumption evolves over time by supporting the notion that planning for future identity changes can influence consumption in the here and now. In particular, they find that middle‐class emerging adults in the United States may anticipate a life trajectory inclusive of marriage and children, which in turn drives strategic consumption of exploratory experiences in the present because these experiences are anticipated to be more difficult to consume after starting a family (see also Bednar et al., 2020). Research may also benefit from consideration of imagined future selves.…”

Section: Identity Processes: Key Mechanisms Of Identity Changementioning

confidence: 99%

Identity interplay: The importance and challenges of consumer research on multiple identities

Forehand

Reed

Clair

2021

Consumer Psychology Review

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Although it is well accepted that the self-concept includes numerous identities, the preponderance of past consumer identity research has explored one identity at a time and this focus has limited new insights into the interplay between identities. We integrate across research streams to propose a Multiple-Identity Network as a unifying framework to help inform and direct future research on multiple identities. This framework identifies three important areas of opportunity for research on multiple identities: (a) Identity Structure, (b) Identity Management, and (c) Identity Change processes that drive both structure and management.

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Putting Identification in Motion: A Dynamic View of Organizational Identification

Cited by 67 publications

References 126 publications

Ethical Climate(s), Distributed Leadership, and Work Outcomes: The Mediating Role of Organizational Identification

Ethical Climate(s), Distributed Leadership, and Work Outcomes: The Mediating Role of Organizational Identification

Is Commitment Getting Infected Too? How COVID-19 Stay-Home Orders Influence Workgroup Commitment

Identity interplay: The importance and challenges of consumer research on multiple identities

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