The group engagement model (Tyler & Blader, 2003) suggests that identification with one's organization is based not only on the individual's evaluation of the status of the organization (i.e. perceived external prestige), but also the individual's evaluation of their own status within the organization (i.e. perceived internal respect). Using data drawn from three different sources (subordinates, supervisors, and company records), results from a sample of healthcare employees ( n = 205) provide support for the core relationships proposed in the group engagement model and extend the model by showing that prestige and respect have different antecedents. The perceived status of the organization's employees, the organization's perceived success in achieving its goals, the visibility of the organization, and the status level of the individual employee were all associated with perceived external prestige. The results also indicate that visibility within the organization, perceived opportunities for growth, and participation in decision-making were all related to perceived respect. Further, prestige and respect were directly related to organizational identification, but only indirectly related to organization-supportive behavior. These results extend the group engagement model in that we utilize a form of supportive behavior that focuses upon constructive change (i.e. voice behavior; Van Dyne & LePine, 1998), rather than the helpful, but status quo maintaining behavior.

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According to Social Identity Theory (cf., J. G. March & H. A. Simon, 1958), individuals tend to identify with prestigious or high-status groups. Researchers (J. E. Dutton, J. M. Dukerich, & C. V. Harquail, 1994) have revealed that organizational members also identify with organizations that have attractive public images. To gain a better understanding of the theoretical reasons underlying the relationship between image and identification in organizations, the authors examined this relationship in a healthcare setting. In addition, they investigated need for esteem as a moderator of the relationship between construed external image and organizational identification. Consistent with previous findings, the present results indicated that construed external image is positively related to organizational identification. Perhaps it is more important that the present findings also supported need for esteem as a moderator of the relationship between construed external image and organizational identification.

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This article addresses innovation and emerging‐market countries. Both are important topics in the business world today. The focus of this article is on the importance of innovation and market development in emerging‐market countries by Western multinational companies typically based in North America and Western Europe. The authors of this article argue that as Western multinationals innovate and develop emerging markets, this will give multinationals the opportunity not only to compete effectively in emerging markets but also to protect their home markets in developed countries. Implications for Western multinationals are discussed. © 2012 Wiley Periodicals, Inc.