Identification in the Self-Managing Organization Characteristics of Target and Tenure

Abstract

This study examines the characteristics ofworker identification with two targets at the same time: the workers'se~-managing team and the larger organization that created the teams. We administered the Organizational Ident9cation Questionnaire in such a way as to tap levels of identgcation with each target and used the results of an ethnographic study of the subjects to enhance our analysis. Our data suggest that workers identijed more strongly with their team than with their company, particularly in terms of loyalty. In addition, long-term workers reported more identification with both their team and company than did short-term v k e r s . The results support the assertion that a concertive (or team-based) system of control is more p o w M l , even if less obtrusive, than its bureaucratic predecessor.

Entrepreneurial Cognition

“…This need can be satisfied, for instance, through supervisor and/or coworker support (Caverley et al 2007;Thompson and Prottas 2006), identification with an organizational group (Richter et al 2006), and/or identification with the organization itself Barker and Tompkins 1994). As with the other needs, the need for relatedness can be thwarted by project failure since, for example, it can be associated with losing a specific valued coworker relationship (cf Vince and Broussine 1996).…”

Examining the Relationship between Organizational Identification and Learning Organization Dimensions: A Study of a U.S. Franchise

“…Prior studies of organizational identification uncovered that an individual's identification with the organization creates a benefit for both the organization and the individual (Asforth & Mael, 1989;Barker, 1993;Barker & Tompkin, 1994;Cheney, 1983;Dukerich, et al, 2002;Dutton et al, 1994;Edwards, 2005;Pratt, 2000). Although the benefit of identification was explored previously, limited use of the theory was applied to the franchise network, which leads to an opportunity to further investigate.…”

Organizational Identification: Perspectives of Dispersed Social Workers

“…For employees, organizational identification aids in the maintenance of their consistent selfconcept and collective self-esteem (Ashforth et al, 2008;Dutton, Dukerich, & Harquail, 1994). Additional employee advantages are psychological attachment, emotional links, and a feeling of belonging and oneness (Ashforth & Mael, 1989;Barker, 1993;Barker & Tompkins, 1994;Cheney, 1983;Dutton et al, 1994;Pratt, 2000). Van Knippenberg and Sleebos (2006) reported that increased organizational identification leads to the incorporation of the organization's values, norms, and interests into one's self-concept.…”

“…There are advantages of organizational identification for both the organization and the employee. For the organization, organizational identification has the benefits of decreased attrition, improved job satisfaction, and increased cooperation, participation, and organizational citizenship behaviors (Barker & Tompkins, 1994;Dukerich, Golden, & Shortell, 2002;Edwards, 2005;Mael & Ashforth, 1992). For employees, organizational identification aids in the maintenance of their consistent selfconcept and collective self-esteem (Ashforth et al, 2008;Dutton, Dukerich, & Harquail, 1994).…”