Abstract
Relational identity (viewing the self in terms of relationships) has become increasingly important in organizations today as a result of business demands that involve relationship building and maintenance. At the same time, collective identity (thinking of the self based on group memberships) continues to be influential in many organizations and cultures due to leadership or historical influences. This study examines the relationship between relational and collective identity in two Taiwanese financial services firms and tests the number of coworkers and individual-level power distance as moderators of this relationship. Results show that relational identity is positively related to collective identity and high collective individuals with a large or small number of coworkers (or with low power distance) have strong relational identities. Implications for selection and job design are discussed.
Published Version
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