The Myth of Organizational Change Process: A Study of Uniting Organizational Identity, Promoting Organizational Performance, and Member Behavior

Abstract

In response to changing circumstances, how organizations actively promote organizational performance and member behavior, and enhance competitiveness have become important issues for enterprises. This research utilized the psychological ownership theory to study how organizational members’ organizational identity, organizational performance, and member behavior to fill the research gaps that organizational psychological ownership only explores at the individual level and extend previous research on its antecedents. Hierarchical linear modeling (HLM) analysis was conducted to test the cross-level hypotheses when organizational identity affects organizational psychological ownership. Participants were volunteers of the Republic of China army with a total of 160 group samples and 630 individual samples. The research resulted that organizational identity could affect organizational performance in team level and organizational psychological ownership in individual level. In the psychology process, organizational psychological ownership could mediate the relationship between work value and member behavior.