The Interactive Effect of Organizational Identification and Organizational Climate on Employees’ Taking Charge Behavior: A Complexity Perspective

Abstract

In the view of complexity theory, the emergency behavior of individual is nonlinear and influenced not only by individual variables but also by many other environmental variables. Based on complexity perspective, this article explored why employees’ taking charge behavior occurs in organizations from a multilevel approach. Specifically, this study has explored the cross-level interactive effect of organization-level factor (organizational justice climate and psychological safety climate) and individual-level factor (organizational identification) on employees’ taking charge behavior. Using a total of 806 valid matching questionnaires from 91 firms in China, this study found that first, organizational identification is positively related with employees’ taking charge behavior. Second, distributive justice climate positively moderates the influence of organizational identification on employees’ taking charge behavior. Third, psychological safety climate negatively moderates the influence of organizational identification on employees’ taking charge behavior. According to our results, organizational policies and practices should be made to foster employees’ identification with the organization, to construct a fair environment within the organization, and to convince employees that taking charge behavior will not entail political risks, especially for those employees with low organizational identification.

How Does Secure-Base Leadership Affect Employees’ Taking-Charge Behavior: The Role of Psychological Availability and Independent Self-Construal

“…Based on social cognitive theory, this study takes secure-base leadership as a situational factor that conveys care to employees, encourages them to challenge the authority of the organization, stimulates their emotional resources on the basis of satisfying their physiological health needs, and enhances their psychological perception of a good organizational climate, which thus promotes employees' taking-charge behavior. Psychological factors that have been studied regarding stimulating employees' taking-charge behavior are mostly selfefficacy [4], psychological empowerment [6,54] and safety [55], and few scholars have taken psychological availability as mediator. This study enriches the mechanism of psychological availability as a mediator to stimulate employees' taking-charge behavior.…”

Construed Organizational Ethical Climate and Whistleblowing Behavior: The Moderated Mediation Effect of Person–Organization Value Congruence and Ethical Leader Behavior

“…Employees with strong organizational identification act beyond their own interests for the overall good of the organization [27]. Research has found that organizational identification is positively related to employees' responsible behavior [28] and organizational satisfaction [29]. Based on these theories, this study argues that organizational identification refers to the consistency between individual employees' perceptions of many concepts and the organization's practices.…”