‘Us vs. them’ – the role of dichotomous thinking and organizational identification in police conflict management

In the context of Guangzhou, China, vocational-technical high schools play a crucial role in meeting the demand for skilled labor, essential for the region’s industrial growth. Teaching effectiveness in these schools, however, can be influenced by organizational factors such as perceived fairness (organizational justice) and teachers’ sense of belonging (organizational identity). This study aims to investigate the influence of organizational justice and organizational identity on teaching effectiveness within vocational-technical high schools in Guangzhou. Using a quantitative research approach, data was collected from a random sample of 380 teachers and analyzed through Structural Equation Modeling (SEM) to explore the direct and indirect relationships among the variables. The findings reveal that organizational justice has a significant direct impact on teaching effectiveness and also indirectly enhances teaching effectiveness through its positive influence on organizational identity. The results underscore that both fairness and a strong organizational identity are essential for creating an environment that supports effective teaching. This research contributes to the understanding of how organizational factors impact teaching quality in vocational education, offering insights for school administrators to develop strategies that promote both teacher satisfaction and improved student outcomes.

This research empirically examined a central claim of the social identity approach to leadership in the context of organizational change, namely that group prototypical leaders possess a ‘special credit’ in leadership performance and consequent follower support. We investigated leader prototypicality in comparison to and combined with change leadership and explored its boundaries focusing on organizational identity strength. Furthermore, we situated our analysis in two countries, Austria and Germany, that differ along cultural dimensions known to influence the effectiveness of leader group prototypicality. In our study of 207 Austrian and 206 German employees, we found that leader prototypicality, change leadership, and organizational identity strength each uniquely predicted perceived leader support, both in the combined sample and within each country. Furthermore, we observed the hypothesized two-way interaction between leader prototypicality and change leadership across these samples, as well as a three-way interaction with organizational identity strength in the combined and Austrian samples. Change leadership was less predictive with increasing leader group prototypicality, particularly in organizations with strong organizational identity. We interpret this as evidence of a ‘change credit’ for prototypical leaders, allowing them to compensate for a deficit in change-specific leadership behaviours, especially in contexts where organizational and leader identities are salient. MAD statement Our study investigates how leaders who embody their group's identity can more effectively drive organizational change, requiring fewer change management efforts to secure follower support. By exploring the idea of ‘change credit’ among Austrian and German employees, we highlight the critical role of social identity leadership, alongside a strong team and organizational identity, in achieving successful organizational transformations. This research contributes to Sustainable Development Goals 8 (Decent Work and Economic Growth) and 9 (Industry, Innovation, and Infrastructure) by offering scientifically-backed insights into more effective leadership strategies during challenging transitions in companies and economies.

This study investigates the influence of CEO organizational identification on strategic change. We argue that CEOs with strong organizational identification are less willing to initiate strategic change because strong identification with their firms leads them to focus on ensuring continuity. In addition, the negative influence of CEO organizational identification on strategic change is stronger when the firm¡¯s performance falls short of aspirations and the firm is facing a dynamic environment. Using a sample of 1,285 CEOs, we find empirical support for our arguments. Findings from this study indicate that strong executive organizational identification can give rise to strategic rigidity, which can potentially harm the interests of a firm.

Prior research has established that it is valuable for members to have strong organizational identification with nonprofit service organizations. However, research has not examined whether and how members are influenced by other members of a nonprofit. This paper analyzes how peer identification influences member retention and donations using survey data and actual member behavior. It distinguishes identification with the organization from identification with peers. The theory-based econometric model shows that the effect of a member’s peer and organizational identification on the likelihood of he/she will remain a member depends on the member’s relationship stage. Organizational identification has a large effect on member retention in the earlier periods of membership. However, for members of eight years or more, the favorable effect of peer identification becomes larger. Results also show that peer identification has a negative impact on donations whereas organizational identification has a positive effect regardless of stage of the member-nonprofit relationship. This paper also introduces a new construct, peer identity overlap, which influences peer identification. The article discusses how nonprofit service organizations can foster support and affirmation among members, value alignment among members, peer identity overlap, and organizational identification, as well as manage different stages of the relationship.

Psychological Entitlement and Unethical Workplace Behavior in Pakistan: The Role of Status Striving, Moral Disengagement, Organizational Identification, and Egoistic Deprivation

Different and valuable benefits and advantages of strong and robust organizational identity such as increasing organization’s activities legitimacy, improving the ability of organization in attracting sources, providing appropriate backgrounds in attracting empowered human source as well as increasing fame and organizational reputation can be regarded as some of the most important causes of the wide interest in the issue of organizational identity. So, knowing organizational identity as a complex social and valuable resource which achieves valuable competitive advantages is critical; and, the knowledge of more managements and various organizations’ directors, in particular the organizations which are much concerned with a wider population, is being variously judged and evaluated (Yazdani, 2005). Strong organizational identity among employees is followed by higher motivation and trying toward organizational citizenship behavior which, according to previous studies, can improve performance and achieving organizational goals and values. In other words, organizational identity changes individual social attitudes and cause individuals to introduce themselves by the organization. Once employees are introduced by its organization, they show higher levels of organizational citizenship behavior; as these behaviors are not far from role behaviors. Key terms: Organizational identity, organizational intervention, citizenship behavior, organizational ranking

BACKGROUND: This study examines the relationship among transformational leadership dimensions, perceived organizational support, and organizational identity in the banking sector which has been scarce theoretically and tested empirically in a Turkish context. OBJECTIVE: The purpose of this study to explore the impact of transformational leadership on perceived organizational support and organizational identity. It is predicted that transformational leadership will stimulate organizational identity of employees working in banking sector through their perceived organizational support. METHODS: Using the survey method, 227 responses were collected from employees. A partial least squares structural equation model was constructed to test the reliability and validity of the measurement and the structural model. RESULTS: The study results show that inspirational motivation and individual consideration dimensions of transformational leadership are found to influence employees perceived organizational support whereas perceived organizational support has a strong effect on employees’ organizational identity. However, perceived organizational support is found to mediate the relationship between inspirational motivation dimension of transformational leadership and organizational identity. The study also found a significant impact of individual consideration dimension of transformational leadership on employees’ organizational identity. CONCLUSIONS: We believe that strong genuine organizational identity should result in organizational commitment. In the long run, we need to keep caring and addressing the maturity of individual consideration in the relationship between the employee and the organization within transformational leadership model.

The concept of organizational identity has recently attracted attention and been intensively researched within the literature on organizational studies. The concept of organizational identity has been developed and enriched by studies conducted in the light of different philosophical paradigms. Thus, it has come to an important position supporting the corporate strategies of organizations. In other words, it has the potential to affect not only the external stakeholders of the organization but also its internal stakeholders by giving certain messages to their attitudes and behaviors about the organization, especially in a normative way. For this reason, institutions focus on identity in order to manage how they are positioned and perceived within the macro organizational field in which they compete and interact. A strong and clear organizational identity will attract the attention of all stakeholders and have a positive impact on them. Employees, customers, and strategic partners will demand to work with an organization that has a strong identity, and in this way they will be able to strengthen and develop their individual or corporate identity. The current study examines the concept of organizational identity from a critical perspective and offers a conceptual framework on how it affects our perceptions of organizational processes.

Objective: The present study aims to structurally model the relationship between organizational factors and negative job outcomes mediated by job characteristics among teachers in Urmia County. Methodology: This correlational research involved a statistical population of all teachers in Urmia County, totaling 10,000 individuals. The research sample, based on the Morgan table, comprised 373 individuals, selected using proportional stratified random sampling. To measure the variables, questionnaires on organizational support (Eisenberger, 1997), organizational identity (Cheney, 1983), job stagnation (Judith Bardwick, 1988), intention to leave the job (Mobley-Horner, 1978; Lyons, 1971), organizational silence (Vakola & Bouradas, 2005), job autonomy (Jang, 1995), and job security (Nissi, 2000) were used. The content validity of the questionnaires was confirmed by experts and advisors, and the reliability of the questionnaires was estimated to be 0.953, 0.984, 0.968, 0.972, 0.992, 0.918, and 0.980, respectively. In this study, the PLS method was used with the help of Smart PLS 3.2.9 software to fit the conceptual research model and test the hypotheses. Findings: The results indicate that organizational factors (organizational identity and organizational support) have a significant inverse relationship with negative job outcomes (organizational silence, job stagnation, and intention to leave the job). Thus, there is an indirect and significant inverse relationship between the organizational factors of teachers (organizational identity and organizational support) and negative job outcomes (organizational silence, job stagnation, and intention to leave the job) mediated by job characteristics (job autonomy and job security) among teachers in Urmia County. Conclusion: Thus, with an increase in organizational identity and organizational support, teachers' job autonomy and sense of job security increase, which in turn reduces their negative job outcomes, namely intention to leave the job, job stagnation, and organizational silence.

This study aimed to acknowledge how big is the personal, organization, and technological factors, and moreover to acknowledge how deep is the effect influenced by personal, organization, and technological factors in the use of CIM towards employee's knowledge sharing in PT. Jalan Tol Lingkar Luar Jakarta. The study involved independent and dependent variables. The independent variables used in this study were personal factor, organization factor, and technological factor. While the dependent variables used was knowledge sharing. Research method used in this study was quantitative research and the type of this study were descriptive and causal study. Data analysis technique used were descriptive analysis and multiple linear regression. The descriptive analysis showed that PT. JLJ have big factors on personal, organization, and technological factors, proven by the average point on each factors by 72.24%, 74.77%, 72.98% and also have a high point on sharing knowledge by average 77.11%. Simultaneously, the personal, organization, and technological factors influenced significantly towards knowledge sharing by 45.3%. Partially, only organization factor which have influence towards knowledge sharing by 30.6%.

The Impact of Organizational Identity and Professional Norm Salience on Internal Auditorss Assessments of Internal Control Weaknesses

This empirical study investigates the direct impact of organizational socialization factors on organizational identification. A total of 236 Saudi women employees from the financial sector participated in this study. Confirmatory factor analysis and Structural Equation Modeling were performed, utilizing Mplus version 8, to examine the study’s model and hypotheses. The findings indicate that the direct relationship between training and organizational identification was significant but not supported due to the negative relationship between these two variables (β = -0.212, p ≤ 0.05), while the relationship between understanding and organizational identification was significant and supported (β = 0.268, p ≤ 0.05). Contrary to expectation, the relationship between co-worker support and organizational identification was insignificant. Finally, the relationship between future prospects and organizational identification was significant (β = 0.604, p ≤ 0.001). This study integrates two theories and adds to the existing body of knowledge by focusing on Saudi women employees. It also recommends that organizations conduct appropriate training programs and focus on clarifying employee roles for organizational identification.

BackgroundThe job performance of individual employees determines the overall performance of an organization, and organizational support is known as an important resource at the organizational level to enhance job performance. Although nursing scholars have confirmed the crucial role of organizational support in enhancing job performance, there are no studies on whether psychological capital and organizational identification mediate the association between organizational support and job performance. The purpose of this study is to investigate the influence of organizational support, psychological capital, and organizational identification on nurses’ job performance.MethodsA cross-sectional survey was conducted among 455 nurses from 21 public hospitals in China. Instruments were perceived organizational support scale, task performance scale, contextual performance scale, Nurse Psychological Capital Questionnaire, and Organizational Identification Questionnaire. Survey data were analyzed using SPSS and AMOS, and hypotheses were tested using path model analysis.ResultsNurses’ perceived organizational support, psychological capital, organizational identification, and task/contextual performance were positively correlated in every two variables. Psychological capital played an important mediating role in perceived organizational support and task/contextual performance, as well as organizational identification. The multi-mediating effect of psychological capital and organizational identification on the relationship between organizational support and task/contextual performance were 0.14 and 0.25, respectively.ConclusionsThere was a positive correlation between organizational support and job performance among nurses. Psychological support, organizational identification and contextual performance played a chain mediation role in the relationship between organizational support on task performance in nurses. Nursing managers should pay more attention to enhancing nurses’ psychological capital and organizational identification through effective interventions to improve nurses’ job performance.

This study examined how organizational identity, locus of control, and their interrelationships affect teacher burnout. Utilizing a quantitative survey, data were collected from 105 teachers. The Maslach Burnout Inventory measured three burnout dimensions: emotional exhaustion, depersonalization, and personal accomplishment. Locus of control was assessed via Rotter’s scale. Organizational identity was measured through the Multiple Organizational Identification Scale, assessing personal self-esteem, emotional professional identity, evaluative identification, self-classification, and team factors. PLS-SEM analysis found that external locus of control had a significant positive association with emotional exhaustion. Emotional professional identity showed robust negative relationships with depersonalization and exhaustion. Differences emerged between novice and senior teachers—identity and self-esteem were more relevant for novices, while team factors were more impactful for experienced teachers. Variations also occurred across genders, with identity and self-esteem more salient for females and team dynamics more influential for males. The study highlights the complex interplay between individual, relational, and organizational factors in shaping teacher burnout. An external locus of control may exacerbate exhaustion, while emotional professional identity seems to provide resilience. Support initiatives should account for teachers’ evolving developmental needs and gender variations in burnout experiences. Fostering internal control beliefs, strong professional identity, and tailored support based on career stage and gender can potentially buffer against burnout. This study contributes insights to guide targeted efforts to promote teacher well-being, effectiveness, and retention. Learning in the workplace instead of paying more time for education services can be considered as overcoming burnout, redesigning and implementing digital teaching for sustainable teaching and learning for both teachers and students in order to construct a better learning ecology.

Leadership plays a crucial role in formulating strategies to achieve an organization's mission, vision, and goals. It occupies a significant position in broader initiatives aimed at enhancing nurse performance. Implementing an unsuitable leadership style, as dictated by leaders to their employees, can adversely affect employee motivation, performance, and job satisfaction. The study aimed to develop a transformational leadership model based on the principle of caring to improve nurse performance. This study employed an explanatory design and involved 115 respondents selected through cluster sampling techniques. Data were collected using questionnaires that had undergone both validity and reliability testing. The study examined variables such as personal factors, organizational factors, staff factors, work factors, transformational and caring leadership, and nurse performance. For data analysis, partial least squares were utilized with a significance threshold set at t>1.96. The research findings indicate that personal factors exert a positive influence on both transformational leadership and caring (t=5.677). Organizational factors also positively impact transformational leadership and caring (t=4.474), and staff factors exhibit a positive influence on these leadership styles as well (t=4.157). However, work factors do not directly impact transformational leadership and caring (t=0.554). Notably, both transformational and caring leadership styles positively affect nurse performance (t=7.755). The development of a transformational leadership model based on caring is influenced by multiple factors, including personal, organizational, and staff factors. Implementing this leadership model can significantly improve nurses' performance, thereby leading to enhancements in the quality of health services provided in hospitals.