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SummaryEarlier studies have shown that perceived external prestige and communication climate influence organizational identification. In this paper we present the results of a study of the influence of communication climate and perceived external prestige on organizational identification at various organizational levels of a regional police organization. In total, 314 respondents filled out a questionnaire on communication climate, perceived external prestige and organizational identification. The results of this study show that communication climate has the strongest link with employee identification when it concerns the identification with the daily work group and a weaker one with the organization as a whole. It also appears that perceived external prestige has a stronger influence on the identification with the organization as a whole than on the identification at the more concrete organizational levels (such as department or work group). This research offers reasons to presuppose that organizational identification and communication climate are multiple constructs. If management wishes to influence organizational identification through a bottom-up process, it is wise to pay particular attention to the communication climate in the work groups. Influencing organizational identification with the organization as a whole is better conducted through perceived external prestige.

Think-aloud protocols are a dominant method in usability testing. There is, however, only little empirical evidence on the actual validity of the method. This paper describes an experiment that compares concurrent and retrospective think-aloud protocols for a usability test of an online library catalogue. There were three points of comparison: usability problems detected, overall task performance, and participant experiences. Results show that concurrent and retrospective think-aloud protocols reveal comparable sets of usability problems, but that these problems come to light in different ways. In retrospective think-aloud protocols, more problems were detected by means of verbalisation, while in concurrent think-aloud protocols, more problems were detected by means of observation. Moreover, in the concurrent think-aloud protocols, the requirement to think aloud while working had a negative effect on the task performance. This raises questions about the reactivity of concurrent think-aloud protocols, especially in the case of high task complexity.

In order to investigate the development of organizational identification during a merger, a quasi-experimental case study was conducted on a pending merger of police organizations. The research was conducted among employees who would be directly involved in the merger and among indirectly involved employees. In contrast to earlier studies, organizational identification was measured as the expected identification prior to the merger. Five determinants were used to explain the employees' expected identification: (a) identification with the pre-merger organization, (b) sense of continuity, (c) expected utility of the merger, (d) communication climate before the merger and (e) communication about the merger. The five determinants appeared to explain a considerable proportion of the variance of expected organizational identification. Results suggest that in order to obtain a strong identification with the soon-to-be-merged organization, managers should pay extra attention to current departments with weaker social bonds as these are expected to identify the least with the new organization. The role of the communication variables differed between the two employee groups: communication about the merger only contributed to the organizational identification of directly involved employees; and communication climate only affected the identification of indirectly involved employees.