Organizational Behavior and Human Performance
Organizational identification: Issues and implications
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Cited by (86)
Motivations and solution appropriateness in crowdsourcing challenges for innovation
2019, Research PolicyCitation Excerpt :Importantly, social identification can take different forms; crowd members may also identify with social units other than the platform (e.g., with peers or with a crowdsourcing movement), and this may have a different effect on the nature of their contributions (Bagozzi and Dholakia, 2006; Hertel et al., 2003; Nambisan and Baron, 2010). In addition, scholars reported non-significant or negative associations between identification and outcomes that relate to innovation (e.g., Madjar et al., 2011; Rotondi, 1975; see Conroy et al., 2017 for a review of detrimental outcomes of identification). In light of these, I encourage further future research on how (different types of) identification influence solution appropriateness in crowdsourcing platforms.
Age and career commitment: Meta-analytic tests of competing linear versus curvilinear relationships
2019, Journal of Vocational BehaviorThe effect of gender and firm identification on auditor pre-negotiation judgments
2019, Advances in AccountingCitation Excerpt :Gender is one social identity thought to be relevant to audit research; another identity is related to the auditor's firm (organizational) identity4 – that is, as a professional member of their accounting firm. Firm identification is one of the important forms of employee attachment to organizations (Brown, 1969; Rotondi Jr, 1975). Firm identification is a specific form of social identification in which individuals define themselves in terms of their membership in a particular organization (Mael & Ashforth, 1992).
Organizational identification and workplace behavior: More than meets the eye
2017, Research in Organizational BehaviorCitation Excerpt :Specifically, our framework suggests voice climate may enhance the link between identification and voice behavior for different reasons: by redefining organizational norms for those with an affiliative motivational orientation or by diminishing the perceived risks and costs of voice (Morrison et al., 2011) among those with an organizational-welfare orientation. In terms of organizational change, we posit that strong identification may not only produce resistance to change (Ashforth, 2016; Haslam et al., 2006; Rotondi, 1975), but may also prompt strongly identifying employees with an organizational-welfare orientation to be change agents. Yet the prognosis for their success will depend on their organization’s context, because highly identified, organizational-welfare-oriented employees who perceive a need for change, and who act accordingly, may be viewed with great suspicion in means-focused organizations (see also Packer, Miners, & Ungson, in press).
THE DARK SIDE OF STRONG IDENTIFICATION IN ORGANIZATIONS: A CONCEPTUAL REVIEW
2022, Academy of Management Annals