Organizational Identification Research Articles

How does green human resource management foster employees’ environmental commitment: A sequential mediation analysis

Drawing on the social identity theory, this study aims to examine the impact of organizational pride and organizational identification as sequential mediators in the association between green HRM and employee environmental commitment. The study extended prior research by incorporating the sequential mediators of organizational pride and organizational identification. The researchers gathered data from 267 employees of telecommunications companies in Pakistan. They used Smart PLS software version 3.0 to carry out partial least squares structural equation modeling to verify the hypotheses. The results indicate that green HRM leads to organizational pride, which, in turn, leads to increased organizational identification and, consequently, enhances environmental commitment. The findings hold significant value to practitioners and HR managers striving to develop HR practices that support sustainability, contribute to a culture of environmental responsibility, and lead to positive green outcomes for employees.

THE RELATIONSHIP BETWEEN WORKPLACE SPIRITUALITY AND ORGANIZATIONAL IDENTIFICATION IS INFLUENCED BY ORGANIZATION-BASED SELF-RESPECT AS A MEDIATOR

Purpose- This research paper delves into the relationship between workplace spirituality (WS) and organizational identification (OI) and the mediating role of organization-based self-esteem (OBSE) in this association. Methodology- The study involved the participation of 206 administrative personnel at Canakkale Onsekiz Mart University in Canakkale province. The data collected were subjected to several statistical analyses, including explanatory and confirmatory factor analyses, normality tests, correlation analyses, hierarchical regression analyses, and Sobel tests. The results of these analyses revealed significant findings, supporting the hypothesis that workplace spirituality affects organizational identification, with OBSE serving as a mediator in this relationship. Findings- The findings suggest that employees with WS and OBSE are more likely to identify with their organization's beliefs and values. Conclusion- Incorporating WS can result in favorable OI, mainly when an individual's core values are congruent with the company's. In this context, an individual's confidence in their skills and their conviction in their ability to make valuable contributions to the organization fosters a strong sense of self-esteem in the workplace.

Should I do this? Incongruence in the face of conflicting moral and role expectations

Moral incongruence—a misalignment between professional role expectations and personal moral values—is an important phenomenon in modern organizations. Though scholarly work has provided us with insights into broad forms of role incongruence, much less is known about the distinct characteristics of moral incongruence. Moreover, we lack understanding of how moral incongruence may shape employee attitudes and behaviors. Drawing on deonance theory and socio-cognitive theory, we develop a model explaining the role of moral incongruence in promoting employee prohibitive voice, withdrawal, and unethical role behavior through the mechanisms of moral outrage and moral disengagement. Examining potential boundary conditions, we also consider the roles of moral identity, self-interest, moral intensity, unethical climate, ethical leadership, and organizational identification. Given the ethical implications of moral incongruence and the significance of the phenomenon for organizations, this work has implications for both theory and practice.

The Authenticity of Organizational-Level Visual Identity in the Context of Strategic Communication

ABSTRACT With the purpose of addressing authenticity as a central concept for organizational-level visual identity, the paper contributes to growing scholarly interest in the role of symbols and images in the context of strategic communication. The paper theoretically and empirically explores conceptualizations and assumptions related to visual identity authenticity. Theoretically, it demonstrates how the dominant approach to authenticity rests on three interrelated assumptions: that a real organizational identity essence exists; that it can and should be aligned with a corresponding visual identity; and that such visual identity can transmit the essence as part of strategic communication. However, additional approaches to authenticity challenge and nuance the essentialist approach by operating with alternative, processual assumptions related to the nature of organizational identity, visual identity, and strategic communication. Empirically, the paper develops the identified theoretical approaches though practitioner insights. In particular, the empirical work consists of interviews with ten agency strategists focused on how they understand visual identity authenticity. Combined, the theoretical and empirical work offer a complex perspective on organizational-level visual identity authenticity, which goes beyond the essentialist approach by adding dynamic, aspirational, and consumer-driven approaches. These different approaches, in turn, have distinctive implications for visual strategic communication.

The Connection Between Organizational Structure and Identity and the Conflict Potential of the Organization

Abstract The purpose of this paper is to identify some coordinates necessary to evaluate and control the dynamics of conflict potential of organizations. In order to examine the conflictual potential of organizations, we started from Glasl’s (1999) idea according to which, in this approach, attention must be focused mainly on the state and functionality of three main subsystems: the spiritual-cultural subsystem; the social-political subsystem and the instrumental-technical subsystem of the organizations. As a result, the possible vulnerabilities of the organizational system must be looked for, in two major directions. On the one hand, on aspects related to the soft part of the organization, more precisely the organizational identity, and on the other hand, on aspects related to the hard part of the organization, determined by the organizational structure. This paper is not about discovering the sources and factors that determine conflicts in organizations, but about drawing attention to the fact that the organization itself, through the values promoted and the way of organization, can be a source of conflict.

THE RELATIONSHIP BETWEEN ORGANIZATIONAL RESPECTABILITY AND ORGANIZATIONAL IDENTIFICATION IN PHYSICAL EDUCATION AND SPORTS TEACHERS

The aim of this study is to examine the relationship between organizational prestige and organizational identification in physical education and sport teachers. The research was designed in relational survey model. The sample of the study consisted of 220 physical education and sports teachers determined by simple random sampling method. In the analysis of the data, descriptive statistics such as mean and standard deviation of the variables were used. Firstly, it was determined whether the organizational prestige scale and organizational identification scale complied with the normal distribution hypothesis by looking at the skewness and kurtosis coefficients and parametric test methods were preferred. The relationship between organizational dignity and organizational identification, which are the variables of the study, was examined with Pearson Product Moment Correlation Coefficient. As a result, it was determined that there was a significant, moderate, positive relationship between organizational prestige levels and organizational identification levels of physical education and sports teachers. In other words, it can be said that as the organizational prestige levels of physical education and sports teachers increase, their organizational identification levels also increase.

Antecedents of organizational identification: Implication for account representative performance of Corporation X mediated by perceived supervisor support

Antecedents of organizational identification: Implication for account representative performance of Corporation X mediated by perceived supervisor support

A STUDY ON THE IMPACT OF ORGANIZATIONAL INNOVATION CLIMATE AND PROFESSIONAL IDENTITY ON EMPLOYEE INNOVATIVE BEHAVIOR IN THE LIVE STREAMING E-COMMERCE INDUSTRY

With the rapid development of the digital economy, live streaming e-commerce has become a new format and trend in e-commerce. However, the live streaming e-commerce industry is becoming more homogeneous, and companies urgently need to enhance their competitiveness through employee innovation. This article aims to explore the factors that influence the innovative behavior of employees in live-streaming e-commerce companies and provide a theoretical basis and practical guidance for companies to implement innovation-driven development strategies. Based on social identity theory and motivation theory, this study constructed a research model on "the impact of live broadcast e-commerce organizational innovation atmosphere and professional identity on employee innovative behavior". Sample data were collected through questionnaires, and statistical analysis methods were used to test the research hypotheses. The research found that: 1) organizational innovation climate positively affects employee innovative behavior, and work motivation plays a partial mediating role between the two; 2) professional identity positively affects employee innovative behavior, and organizational identification plays a partial mediating role between the two; and 3) employees with different personal characteristics have significant differences in their innovative behaviors.

Losing Their Religion: Organizational Identity Hybridization of British Political Parties 1950–2015

Our research addresses how organizations manage a shift from a single to a hybrid identity, a question that the identity literature still is grappling with. We address this question by reflecting on how organizations develop hybrid identities in response to institutional decline. Identity hybridization, we predict, takes place in stages via strategies that gradually hybridize the identity. We study how British political parties hybridized their identities in response to the decline of social-class politics over the period 1950–2015. Quantitative and qualitative analyses of the identity projections of three political parties in their election manifestos provide support for our hypotheses.

How to Elicit Organizational Citizenship Behavior? The Role of Strengths-Based Leadership

This paper sought to study the association of strengths-based leadership with follower organizational citizenship behavior (OCB) and to consider the mediating role of organizational identification and the moderating role of role overload in the relationship. We collected data at three time points from a sample of 272 employees working in diverse organizations in China. Structural equation modeling analysis was utilized to examine our hypotheses. Results showed that strengths-based leadership has a positive relationship with follower OCB even after controlling for humble leadership, and organizational identification mediates this relationship. Moreover, results also indicated that role overload negatively moderates the direct relationship of strengths-based leadership with organizational identification and the indirect relationship of strengths-based leadership with OCB via organizational identification. The present article is the first to investigate the strengths-based leadership and OCB relationship, which contributes to deepening our understanding of how, why, and when strengths-based leadership is associated with OCB.

Exploring the Organizational Identity Structure of National Sports Federations: What Makes a Federative Identity Structure Unique?

The study investigates the Organizational Identity Structure and Formation of Sports Federations with a Meta-Structure that has not been previously studied. The aim of this research is to address the questions of how sports federations possess an organizational identity structure and what roles external stakeholders play in the formation of these identities. While the existing literature emphasizes that federations may have organizational identity structures, the contents and formation processes of these identities have not yet been thoroughly examined. In this study, data was collected through semi-structured interviews with the managers of six different sports federations in Turkey. The qualitative data obtained were analyzed using content analysis. The findings indicate that sports federations typically have a tripartite corporate identity structure, namely “pragmatic,” “normative,” and “idealist.” Relationships with external stakeholders, especially with International Federations, the Ministry of Youth and Sports, and sponsor companies play a crucial role in shaping the identities of federations. The study contributes to the understanding of the corporate identity structures of sports federations and provides new insights to the literature in this field. Additionally, practical recommendations are offered for resolving identity conflicts encountered in the management of sports federations.

Silo mentality in teams: emergence, repercussions and recommended options for change

PurposeThis article summarizes practitioner observations on three research questions. First, the factors that lead to the emergence and persistence of such teams. Second, the repercussions of siloed teams. And third, practical suggestions and recommendations that practitioners can employ to prevent silo formation or address existing silos. This article thus complements recent academic work that has previously explored the formation of silos.Design/methodology/approachThe authors used the input of current team leads from a focus group along with their consulting experience to explore these three research questions. The team lead input and consulting expertise are integrated with academic research on silos.FindingsThe emergence and persistence of silos was mostly attributed to company characteristics (size, growth and stakeholder management) as well as communication inefficiencies (lack of role clarity and ownership within teams), which in turn were impacted by situational variables (pandemic and turnover). The authors noted the effect of team composition effects, team competition and organizational changes (rapid growth and restructuring) as potential contributors to the formation and persistence of silos. The team lead experts and our consulting experiences were congruent with the literature focused on repercussions of silos, from poor information exchanges to inefficiencies, divisions and perceived isolation of teams from the organization. Solutions focused on project organization and documentation as well as the adoption of new decision-making tools and practices, and the creation of more exchange and learning opportunities. The authors added additional options to promote more visibility, appreciation, proactive monitoring within teams and organizational identification initiatives.Originality/valueThe current article adds a pragmatic perspective to silos and how organizations can address these when they become problematic and hinder performance and collaboration.

The Effect of Corporate Social Responsibility on Workplace Safety: The Significance of Employees' Moral Identity.

Corporate social responsibility (CSR) has gained significant attention from researchers and practitioners due to its potential impact on employee attitudes and behaviors. This study investigates the influence of CSR on employee safety behavior, examining the mediating effects of job stress and organizational identification, as well as the moderating role of moral identity. We conducted a three-wave time-lagged survey among 236 South Korean employees. Participants were recruited through a research company using stratified random sampling. Data were collected at three time points, each separated by a 4-5-week interval. Structural equation modeling (SEM) was used to test the hypothesized relationships. The findings support all of the hypothesized relationships. CSR was positively related to safety behavior and negatively related to job stress. Job stress was negatively related to organizational identification, which in turn was positively related to safety behavior. The sequential mediation of job stress and organizational identification was significant. Moral identity moderated the relationship between CSR and job stress, such that the negative effect of CSR on job stress was stronger for employees with a high moral identity. This study contributes to the CSR literature by examining the impact of CSR on safety behavior and the underlying mechanisms and boundary conditions of this relationship. The findings suggest that organizations can promote employee safety behavior by implementing CSR initiatives, which can reduce job stress and enhance organizational identification. Organizations should also consider the role of employees' moral identity when designing and communicating CSR initiatives.

Perceived overqualification and knowledge sharing: The role of organizational identity and psychological entitlement

BACKGROUND: Employees’ perception of being overqualified is a critical factor in influencing their knowledge sharing behavior. However previous studies have not examined the internal mechanism by which perceived overqualification affects knowledge sharing. OBJECTIVE: Drawing on social exchange theory, the present study aimed to explore the relationship between perceived overqualification and knowledge sharing and to examine the mediating effect of organizational identity and the moderating role of psychological entitlement. METHODS: Participants were 284 full-time employees from different companies in China. They answered self-report questionnaires that assessed perceived overqualification, knowledge sharing, organizational identity, and psychological entitlement. Path analyses were conducted, and the latent moderated structural equations were used to judge the significance of the mediation and moderation. RESULTS: The results revealed that overqualified employees were less willing to share knowledge, and the mediating role of organizational identity was significant. Further, the presence of high psychological entitlement would diminish the beneficial effect of organizational identity on employee knowledge sharing. CONCLUSIONS: The findings of the study enrich and expand our knowledge on the relationship between overqualification and knowledge sharing and have theoretical and practical implications for promoting constructive behavior among overqualified employees.

Greening the path to disruptive innovation: The roles of CEOs characteristics, green organizational identity, and green product competitiveness

AbstractThis study explores the link between sustainability orientation and disruptive innovation in small and medium‐sized enterprises (SMEs) by embracing both the natural resource‐based view (NRBV) and upper echelons theory. By drawing on these theories and extending them, it sheds light on the executives' characteristics and organizational contingencies leading to disruptive innovation. Starting from the CEOs' sustainability orientation, it investigates if and how it leads to disruptive innovation through the mediating role of green organizational identity and the moderating influence of both green product competitiveness and CEOs' gender‐related characteristics. Two wave time‐lagged survey data from 257 Chinese SMEs are analyzed to empirically test these relationships. Results suggest that SMEs with CEOs characterized by sustainability focus foster a green organizational identity, enabling them to generate disruptive innovations. Additionally, the presence of high green product competitiveness strengthens the connection between sustainability orientation and green organizational identity. Lastly, the relationship between this latter and disruptive innovation can be further enhanced by female CEOs by leveraging their specific skills and abilities. Implications for managers, organizations, and public policy are discussed.

Be a boundaryless good guy! How job embeddedness mediates and organizational identification moderates the associations of boundaryless career attitude with extra-role behaviours

PurposeThis paper aims to examine the mediating role of job embeddedness and the moderating role of organizational identification on the relationships between boundaryless career attitude and extra-role behaviours (i.e. organizational citizenship behaviours and counterproductive work behaviours).Design/methodology/approachA two-wave study was carried out on 296 employees from public and private organizations in Italy. Boundaryless career attitude, organizational identification and demographics were measured at Time 1. Four months later (Time 2), job embeddedness, organizational citizenship behaviours and counterproductive work behaviours were assessed. Responses were analysed by means of multigroup structural equation modelling.FindingsJob embeddedness mediated the positive relationship between boundaryless career attitude and counterproductive work behaviours, as well as its negative association with organizational citizenship behaviours; organizational identification buffered this latter indirect effect.Practical implicationsOrganizations can promote stronger organizational identification and job embeddedness to retain boundaryless-oriented talent and foster positive extra-role behaviours.Originality/valueThis study integrated the protean/boundaryless careers literature with organizational behaviour theories to examine contextual factors influencing the effects of these contemporary career attitudes.

Building Bridges: Understanding the Interplay between Generation X, Generation Y, and Generation Baby Boomers – Characteristics, Organisational Culture, and Organisational Identification in Modern Cities

Over the years, the profile of a modern city dweller has been evolving and diversifying due to the emergence of various generations. Different generations are characterised by distinct expectations and perspectives towards life. Therefore, in today’s highly dynamic environment, city authorities must deeply understand their city dwellers to build an influential organisational culture which will lead them to have city friendly citizens in order to create resilient, sustainable, and inclusive cities. This study aims to define the impact of Generation X, Generation Y, and Generation Baby Boomers employees’ characteristics on organisational culture and organisational identification relationships in terms of professional and urban life. From this perspective, a study was carried out on 460 white-collar employees who are city dwellers working stationary in the private sector in Istanbul. The data were obtained in the course of a quantitative study carried out through an interview questionnaire using the CAPI (Computer Assisted Personal Interview) technique. The primary conclusions are that there is a statistically significant and positive relationship between clan (β = 0.360, p < 0.01) as well as market (β = 0.147, p < 0.05) culture and organisational identification. In addition, there is a statistically significant relationship between employees’ experience levels and their perceptions of adhocracy culture (F = 3.19, p < 0.05), and there is no statistically significant difference between the perceptions of Generation X, Y, and Baby Boomers employees about organisational culture and organisational identification levels.

Does Servant Leadership Affect Public Employees’ Innovative Behavior? The Mediating Role of Organizational Identity

Objective: In the context of China’s deepening reform era, innovation is the first driving force leading development. Involving a sample of 576 public employees from government agencies in Yunnan, China, the present study investigates the impact of servant leadership on public employees’ innovative behavior, as well as the underlying mechanisms of this relationship. Theoretical Framework: According to social identity theory, organizational identity signifies the extent to which individuals acknowledge and identify with their organization. Previous research has shown that leadership styles indirectly affect employee behaviors (e. g., innovative behaviors) through employees’ cognition and emotion [16-18], therefore, organizational identity may be a potential mediating variable in the correlation between servant leadership and the innovative behavior exhibited by employees. Method: Data was collected between September 2023 and January 2024 among public sector employees in Kunming, located in the Yunnan province. The data was collected in two phases at different time points. First, we distributed questionnaires among part-time MPA students in a university in Yunnan province in the first stage. Then, we continued to distribute questionnaires among full-time public employees at various public sectors in Kunming city. Results and Discussion: The results revealed a positive impact of servant leadership on the innovative behavior of Chinese public employees. Additionally, organizational identity partially mediated the association between servant leadership and the innovative behavior of Chinese public employees. These findings may provide some suggestions for the public organizations in China. Research Implications: The present study also has several practical implications for policy-makers within the public sector. First, public organizations ought to attach importance to the servant leadership because it can effectively promote employees’ innovative behavior. Specifically, public organizations can regard the traits of servant leadership as a criterion for selecting leaders within the public sector. By doing so, public organizations can encourage servant leadership style by selecting and promoting those employees with awareness and traits of serving others. Originality/Value: After deleting invalid questionnaires, 576 completed questionnaires were obtained finally. Of all the participants, 24% (n = 138) was male and 76% (n = 438) was female.77.6% of the participants were under the age of 26 years (n = 447). 61.8% (n = 356) have worked less five years in the public sector.

Identity-based effect of internal branding on brand performance: the contingent role of co-worker support

PurposeDrawing on the social identity theory (SIT), this study investigates the relationship between internal branding (IB), organizational identity (OI) and brand performance while considering OI as the linking apparatus of internal branding and brand performance. It also explores the moderating role of co-worker support in the relationship between OI and brand performance.Design/methodology/approachA sample of 919 frontline employees working in private banks in India was collected by using multi-stage sampling. Structural equation modeling (SEM) was utilized to examine the hypothesized relations. PROCESS macro for SPSS was used to test mediation and moderation effects.FindingsThe results reveal that all IB dimensions (internal brand communication, brand-oriented transformational leadership and brand-oriented HR activities) directly affect OI and indirectly affect brand performance. Additionally, no moderating effect of co-worker support is found.Research limitations/implicationsThe current study contributes to the existing literature by portraying IB as identity strengthening phenomenon and brand performance as identity-congruent behavior. It also reveals how social context influences brand performance and assists them in socially categorizing themselves.Originality/valueThe present study portrays a complete understanding of the dynamics between internal branding, organizational identity, and brand performance. The study also emphasizes the empirical examination of the potential mediation effect of organizational identity and the moderation effect of co-worker support.

Faculty Members' Perspectives on Organisational Identity: Digital Leadership of Universities of Nineveh Governorate

Study purpose. This study aimed to identify and determine the level of DL implementation by heads of physical education and sports science departments and the extent to which DL contributes to organisational identity in universities in Nineveh, Iraq. A descriptive survey method was used and the study involved faculty members in colleges and departments. Materials and Methods. Data were obtained from 92 participating members. A structured questionnaire related to organisational identity was used, consisting of five dimensions (strength of identity, normative identity, utilitarian identity, mental image, and pride). Data were analysed for participants' responses in the form of percentages, arithmetic averages, and statistical data using SPSS version 21. Results. The results showed that the high level of DL application was for innovation and knowledge, at 83% and 73.7%, respectively. There was a positive and statistically significant relationship between DL application and organisational identity, respectively, and 82.5% for pride and 77% for normative identity, the most important dimension of organisational identity. There was a positive and statistically significant relationship between DL and its dimensions (innovation, persuasion, knowledge) and organisational identity of higher education (p<0.05). Conclusions. The study concludes the adoption of DL and organisational identity by department and college leaders as a result of high adoption of innovation and knowledge, in addition to normative identity, pride, and scientific method in dealing with lecturers. It was found that there is a significant relationship between DL and its organisational identity dimensions.