Development of a Structurational Model of Identification in the Organization

Abstract

In response to the growing interest in issues related to attachment in organizations, this paper develops a theory of identification in the workplace based on three key aspects of structuration theory. In this model, the identification process is treated as a duality involving identities that create and are created by identifications, which are themselves observed in social interactions with others. The structural component of this model is composed of several possible identities conceptualized primarily in terms of regions varying in size or position and tenure, possessing front and back regions, and displaying both unique and overlapping regions with one another. The existence of multiple identities implicates multiple corresponding "targets" of attachment and expressions of connection. Activity and activity foci are included in the model to help define the situation and thus account for identification with one target as opposed to or along with others at various times. In this situation-sensitive view, activity is presumed to "link" to a certain identity region (or set of overlapping regions) more so than to others. The essay closes by discussing some of the advantages of a structurational view of identification.

What Happens Before Full-Time Employment? Internships as a Mechanism of Anticipatory Socialization

“…The "heart" of identification lies in the cognition and value one places on membership (Ashforth et al, 2008, p. 328). Communicating one's identity-I am a part of this organization, and this organization is important to me-remains a key feature of identification (Scott et al, 1998). Data revealed conflicting identity narratives, in that some participants considered themselves part of the organization whereas others did not.…”

“…Identification involves communication because identities develop through social interactions (Scott, Corman, & Cheney, 1998). For the most part, people benefit from a strong sense of identification, because when people identify, they feel more integrated at work than people who do not identify (Carmeli, Gilat, & Waldman, 2007).…”

Elementary School Teachers’ Perception of Organizational Identification

“…Alanyazın taraması sonucu ulaşılan ölçekler ve araştırmalardan (Dutton ve Dukerich, 1991;Edwards ve Peccei, 2007;Edwards, 2005;Johnson, Johnson ve Heimberg, 1999;Melewar, 2003;Miller, Allen, Casey ve Johnson, 2000;Scott, Corman ve Cheney, 1998;Tüzün, 2006) …”

“…Alanyazında örgütsel kimliğin, öncülleri ve sonuçlarıyla farklı boyutlarıyla ele alındığı görülmektedir. Bu araştırmaların bazıları şunlardır; Scott, Corman ve Cheney (1998) ;Meyer, Becker ve Van Dick (2006) ;Cheney ve Tompkins (1987) örgütsel kimlik algısı ile örgütsel adanmışlık ilişkisi ;Rotondi, (1975) örgütsel kimlik ve gruba katılım ilişkisi; Lee, (1969) bilim insanlarının örgütsel kimlik algısının belirlenmesi; Larson ve Pepper, (2003) örgütsel kimlik stratejilerinin tespiti ;Garmon, (2004) örgütsel kimlik ile kimlik, imaj, kültür ve örgütsel öğrenme arasındaki ilişki; Foote (1951) örgütsel kimlik ve motivasyon arasındaki ilişki ;Cherim, (2002) ise örgütsel kimlik ve örgütsel değişim stratejileri arasındaki ilişki boyutlarında konuyu ele aldıkları çalışmalardır. Türkiye'deki ilgili alanyazın tarandığında, konuyla ilgili yeni ve az da olsa bazı çalışmaların olduğu görülmektedir (Okay, 2000;Ertürk, 2003;Tüzün, 2006;Taşdan, 2010).…”

Role of Leadership in Employees’ Work Engagement: Organizational Identification and Job Autonomy

“…Studies conducted over the past three decades (Ashforth & Mael, 1989;Foremen & Whetten, 2002) have demonstrated that employees with a high level of organizational identification exhibit affirmative behaviors and attitudes towards their organizations. The extensive research into the concept of organizational identification can be explained by the positive effect it has been shown to have on attitudes including job satisfaction, performance, motivation, employee retention and communication (Scott, Corman, & Cheney, 1998). Briefly, organizational identification may be defined as "the perception of oneness with or belongingness to an organization, where the individual defines him/herself in terms of the organization(s) of which he or she is a member" (Mael & Ashforth, www.ccsenet.org/ijbm International Journal of Business and Management Vol.…”