Social Identity and Social Exchange: Identification, Support, and Withdrawal From the Job

Abstract

AND KEYWORDS AbstractIntegrating insights from the social exchange perspective and the social identity perspective on the psychological relationship between the individual and the organization, we propose that

Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment

“…These two theoretical perspectives have developed separately with little crossfertilization or integration (Van Knippenberg, Van Dick and S. Tavares, 2007), until recently when increasing attention has been accorded to the social exchange antecedents of social identification development. For example, perceived organizational justice (Blader and Tyler, 2009;Cheung and Law, 2008;Frazier et al, 2010;Tyler and Blader, 2003;Walumbwa, Avolio and Zhu, 2008) and leader-member exchange (Tangirala, Green and Ramanujam, 2007) have been shown to be important antecedents of OID.…”

Örgütlerde Prososyal Davranışlar, Sinizm ve Psikolojik Sermaye İlişkisi: Örgütle Özdeşleşmenin Moderatör Etkisi

“…Zira örgütle özdeşleşme tutumunun, bireyin çalıştığı örgüte yönelik pozitif tutumlar geliştirmesini (Ann ve Boutwell, 2003), örgütü destekleyici davranışlara yönelmesini ve örgüt yararına daha çok gönüllü davranış sergilemesini sağlayacağı ileri sürülebilir (Boen vd., 2006). Prososyal davranışlarla örgütle özdeşleşme arasındaki ilişkinin pozitif olduğu yönünde araştırma bulguları da mevucttur (Van Knippenberg, 2007;Riketta, 2005;Mael ve Ashfort, 2001). …”

How Employees with Different National Identities Experience a Geocentric Organizational Culture of a Global Corporation: A Phenomenological Study

“…Organizations are composed of groups that are formed around professions, geographic locations, functional divisions, and employee age, experience, gender, or religion, among many others (Albert & Whetten, 1985;Blader et al, 2007;Pratt & Corley, 2007). How individuals identify themselves within an organization represents an important component of their work life (Ashforth & Mael, 1989) and affects their behaviors, attitudes, and feelings (Blader, et al, 2007;Knippenberg, Dick, & Tavares, 2007). At the same time, organizations themselves are forced to re-define their business strategies and establish their unique identities that differentiate them from their competitors and help succeed on the global market (Blader et al, 2007;Glynn & Abzug, 1998).…”

“…A strong organizational identification has been related to employees' willingness to contribute to a public good, improved job performance, and readiness to perform tasks that go beyond the job description (Knippenberg et al, 2007).…”

“…(Ashforth & Mael, 1989, p. 22). Organizational identification can also be understood as an extent to which employees think of themselves as members of an organization (Knippenberg, van Dick, & Tavares, 2007). …”