Organizational identification among virtual workers: the role of need for affiliation and perceived work-based social support

Wiesenfeld, Batia M.; Raghuram, Sumita; Garud, Raghu

doi:10.1177/014920630102700205

Cited by 294 publications

(205 citation statements)

References 26 publications

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“…They also found several individual factors with positive relationships, such as tenure, satisfaction with the organization, and sentimentality. Other potential antecedents include person-organization fit (O'Reilly & Chartman, 1986), job satisfaction (Wiesenfeld et al, 2001), employee communication (Smidts et al, 2001), need to identify, and positive affectivity (Kreiner & Ashford, 2004).…”

Section: A Psychophysical Ownership As a Determinant Of Organizationmentioning

confidence: 99%

The Role of Psychological Ownership in Internal Marketing

Kwon¹,

Lee²,

Seo³

2017

Glob Bus Financ Rev

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A B S T R A C TThis study focuses on examining the role of psychological ownership in internal marketing. Specifically, this study explores the relationships between psychological ownership, organizational identification, and turnover intention. Two hundred forty-six employees participated in this study. The results of structural equation modeling revealed that the two components of psychological ownership were associated with increased organizational identification and reduced turnover intention. These findings indicate that psychological ownership might be a positive precedent factor for employees' organizational identification. Furthermore, organizational identification felt by employees plays an important role in decreasing overall turnover intention. The study contributes to our understanding of employees' psychology and behavior in their workplace and suggests ways to successfully conduct internal marketing and manage human resources.

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Section: A Psychophysical Ownership As a Determinant Of Organizationmentioning

confidence: 99%

The Role of Psychological Ownership in Internal Marketing

Kwon¹,

Lee²,

Seo³

2017

Glob Bus Financ Rev

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“…Among these works, most have started to incorporate insights from social exchange theory to explain the development of OID. For example, Wiesenfeld, Raghuram and Garud (2001) found that perceived work-based social support -the degree to which individuals perceive that they have positive social relationships with others in the workplaceis positively related to OID among virtual workers. Sluss, Klimchak and Holmes (2008) found that POS mediates the effect of leader-member exchange on OID.…”

Section: Perceived Organizational Support (Pos) and Oidmentioning

confidence: 99%

“…POS is a major indicator of employees' perception of how an organization treats them (Kiewitz, Restubog, Zagenczyk and Hochwarter, 2009;Zagenczyk et al, 2010). In addition, Wiesenfeld, Raghuram and Garud (2001) argue that supportive organizational constituents (incl.…”

Section: Perceived Organizational Support (Pos) and Oidmentioning

confidence: 99%

“…Furthermore, higher employee investment is associated with various organizational cultural elements, such as artifacts, rituals, ceremonies, etc. (Wiesenfeld, Raghuram and Garud, 2001). Meanwhile research on OID suggests that exposure to organizational artifacts, symbols, rituals, and ceremonies are positively related to the strength of OID (e.g., Dutton, Dukerich and Harquail, 1994;Islam and Zyphur, 2009).…”

Section: The Main and Moderating Effects Of Employee Investmentmentioning

confidence: 99%

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Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment

Pham

Baruch

et al. 2014

The International Journal of Human Resource Management

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Organizational identification (OID) can be developed out of social exchange practices within an organizational setting. Drawing on social exchange theory, we propose that the effect of perceived organizational support (POS) on OID is stronger for employees with stronger exchange ideology. We further argue that employee investment in an organization may also create a social exchange process that positively influences OID. We expect that employee investment moderates not only the effect of POS on OID, but also the enhancing effect of exchange ideology on the effect of POS on OID. Specifically, POS has a stronger positive effect on OID when exchange ideology is high and when employee investment is low.When employee investment is high, POS has a weaker effect on OID regardless of employees' exchange ideology. These effects were empirically supported by a survey.Theoretical and practical implications are also discussed.

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“…Furthermore, a relational take on organizational learning is important and timely because work is becoming more interdependent (Thompson, 1967;Wageman, 1995;Kellogg et al, 2006), as well as more complex ((e.g. work settings are becoming more virtual (see Raghuram et al, 2001;Wiesenfeld et al, 2001)). In these changing conditions, the importance of quality relationships among organizational members is increasing, while the achievement of quality relationships is more challenging.…”

Section: Introductionmentioning

confidence: 99%

Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety

2008

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Organizational learning is an important means for improving performance. Learning is a process, that is, often relational in the sense of relying on interactions between people to determine what needs improving and how to do it. This study addresses the question of how the quality of work relationships facilitates learning behaviours in organizations through the ways it contributes to psychological safety. Data collected from 212 part-time students who hold full-time jobs in organizations operating in a wide variety of industries show that capacities of high-quality relationships (measured at time 1) are positively associated with psychological safety, which, in turn, are related to higher levels of learning behaviours (measured at time 2). The results also show that experiences of high-quality relationships (measured at time 1) are both directly and indirectly (through psychological safety) associated with learning behaviours (measured at time 2). These findings shed light on the importance of quality relationships in the workplace for cultivating and developing perceptions of psychological safety and ultimately learning behaviours in organizations.

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Organizational identification among virtual workers: the role of need for affiliation and perceived work-based social support

Cited by 294 publications

References 26 publications

The Role of Psychological Ownership in Internal Marketing

The Role of Psychological Ownership in Internal Marketing

Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment

Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety

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