Introduction to Organizational Identification

Drawing on social identity theory and uncertainty-identity theory, this study aims to investigate whether CEO relationship-focused leadership impacts corporate entrepreneurship through middle managers’ (MMs’) organizational identification and whether the indirect effect is moderated by environmental uncertainty.

Adopting social identity theory, this study examined the process linking the relations between internal corporate social responsibility (InCSR), work engagement, and turnover intention by focusing on the mediating influence of organizational identification and the moderating role of perceived corporate hypocrisy.

Tools: Four tools were used: organizational justice scale, organizational trust scale, Organizational Identification Questionnaire and Organizational Citizenship Behavior Questionnaire.

The purpose of this study is to explore the mediating role of the perception of social responsibility, and organizational identification, in the relationship between responsible leadership and organizational citizenship behavior in the hospitality industry.

This chapter presents elements of a student-faculty collaborative research that quantitatively examined the predictive relationships of retail employees' perceptions of corporate social responsibility (PCSR) and organizational identification (POI) on their perceptions of ethical organizational behavior (PEOB).

Data from 183 supervisor-subordinate dyads employed in large- and medium-sized casinos and hotels in Guangdong China and Macau revealed that employees’ corporate social responsibility perceptions indirectly affect their engagement in voluntary pro-environmental behavior through organizational identification, and these effects are stronger for employees high in empathy.

Our research suggests two distinct, yet related explanatory mechanisms: organizational identification and psychological contract breach, to extend the job security literature by examining whether psychological contract breach and organization identity complement each other and explaining the mechanism of different behaviors response to job security across employment status.

By keeping the social exchange framework in mind, this study additionally draws on “affective infusion model” and on “functionalist perspective” to study moderating role of cognitive emotion regulation (CER) in relationships among perceived organizational-supervisory family support (POFS–PSFS) and organizational identification, psychological contract breach, and work–family conflict (WFC).

This study aimed to fill these gaps by investigating the role of leader-member exchange relationships and organizational identification in nurses' intentional violation of hospital regulations to promote their patients' welfare, also called pro-social rule-breaking.

The aim of the study is to determine the effects of organizational support and leader-member exchange perceived by academics on their job satisfaction, organizational identification, organizational trust, and intent to leave.

This study proposes a model in which organizational identification mediates the correlations among state-owned enterprises (SOEs), authentic leadership, Christian religiousness, and unethical pro-organizational behavior (UPB).

Purpose The purpose of this study is to examine how – if any – does message framing moderates the previously documented positive effect of organizational identification on unethical pro-organizational behavior (UPB).

Originality/value Drawings on social exchange theory, this study extends past studies to examine the mediating roles of psychological ownership and organizational identification between managerial coaching and workplace well-being among nurses.

Based on social exchange theory and social identity theory, this paper examines the relationships between employees’ CSR perceptions, employee attachment, organizational identification, corporate reputation, employee organization relationship, and extra-role performance utilizing structural equation modeling.

Results, which confirmed that organizational identification and commitment represent key factors in organizational life, are discussed in terms of practical interventions that promote pro-organizational behavior.

Results revealed that (1) perceived overqualification is positively related to organizational identification when employee development-oriented organizational culture is strong but negatively related to organizational identification when employee development-oriented organizational culture is weak, (2) organizational identification is positively related to creative performance, (3) the indirect relationship between perceived overqualification and creative performance via organizational identification is moderated by employee development-oriented organizational culture.

Using a sample of 182 full-time employees China, this study found that benevolent climate mediated the positive relationship between benevolent leadership and employee organizational identification, and authoritarian leadership moderated the direct effect of benevolent leadership on benevolent climate and the indirect effect of benevolent leadership on organizational identification via benevolent climate.

This study investigated the effect of abusive supervision on employee organizational identification by analyzing the mediating effect of psychological contract violation.

Drawing from the faultline and cross-categorization literature, we suggest that organizational demographic faultlines (based on age and gender) have the potential to either reduce or enhance employees’ collective organizational identification and, thereby, indirectly influence firm performance and innovation.

Organizational prestige, in turn, increases employees’ collective organizational identification and, consequently, enhances their collective OCB at the firm level.

Integrating boundary spanning and organizational identification theories, we posit that a boundary spanner’s organizational identification (i.

In this study, we apply organizational identification theory to enrich our knowledge of the career-horizon problem when CEOs are approaching retirement.

This study proposes a model in which organizational identification mediates the correlations among state-owned enterprises (SOEs), authentic leadership, Christian religiousness, and unethical pro-organizational behavior (UPB).

Second, the role of followers' organizational identification mediates the effect of authentic leadership on performance.