Abstract
This article reports the results of a study based on survey data collected from China and the United States about two employee identifications—local (workgroup/work unit) identification and global (organizational) identification. Since organizational identification consists of local identification and global identification, this study explores the impact of culture on the two identifications. The results indicate that China and the United States present different strengths of local and global identification, and the relationship between these two identifications also diverged in the sample groups.
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