The effect of organizational identification on employee affective and performance responses

Efraty, David; Wolfe, Donald M.

doi:10.1007/bf01016752

Cited by 63 publications

(57 citation statements)

References 11 publications

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“…Efraty and Wolfe (1988) found a positive relationship between behavioral work performance and an emotional attachment to an organization. Given that psychological attachment involves bridging individuals and other social members, it will likely promote a positive influence on pro-OBs.…”

Section: Research Model and Hypothesesmentioning

confidence: 89%

Knowledge Sharing: The Influences of Learning Organization Culture, Organizational Commitment, and Organizational Citizenship Behaviors

Joo

2011

Journal of Leadership & Organizational Studies

114

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This study investigated cultural (learning organization culture), psychological (organizational commitment), and behavioral (organizational citizenship behavior) antecedents of knowledge-sharing intention of employees. The authors' structural equation model using data collected from 452 Korean workers showed that learning organization culture was significantly associated with organizational commitment, organizational citizenship behavior, and knowledge-sharing intention. Organizational citizenship behavior turned out to fully mediate the relationship between organizational commitment and knowledge-sharing intention. Theoretical and practical implications, limitations, and recommendations for future research are discussed.

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Section: Research Model and Hypothesesmentioning

confidence: 89%

Knowledge Sharing: The Influences of Learning Organization Culture, Organizational Commitment, and Organizational Citizenship Behaviors

Joo

2011

Journal of Leadership & Organizational Studies

114

View full text Add to dashboard Cite

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“…For example, researchers can empirically distinguish among strong culture organizations (Deal & Kennedy, 1982;Denison & Mishra, 1995, Efraty & Wolfe, 1988Peters & Waterman, 1982) and highperformance teams or "clans" (Katzenbach & Smith, 1993;Lim, 1995;Wilkins & Ouchi, 1983). As organizations increasingly globalize, the existence of strong geographical or functional diff erences can be related to employee outcomes such as commitment and engagement or resistance and sabotage.…”

Section: Discussionmentioning

confidence: 97%

“…Indeed, a good deal of empirical evidence supports the relationship between organizational identifi cation and individual behavioral outcomes. Organizational identifi cation has been linked to increased satisfaction (Efraty & Wolfe, 1988), job attitudes and motivation (Lee, 1971), commitment and support (Ashforth & Mael, 1989), performance (Efraty & Wolfe, 1988;Mael & Ashforth, 1995), decision making (Cheney, 1983;Dutton & Dukerich, 1991), and decreased turnover (Mael & Ashforth, 1995). Ashforth and Mael (1989) argue that individual identifi cation aff ects group and organizational outcomes as well, including cohesion, cooperation, altruism, positive evaluations of the group, and loyalty to and pride in the group and its activities.…”

Section: Subcultural Variation and Identifi Cationmentioning

confidence: 98%

If I belong, do I believe? An integrative framework for culture and identification

Bligh

Hatch

2011

J Psych Issues Organ Cult

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Organizational culture has become fi rmly entrenched in the fi elds of organizational behavior and theory, yet remains a conceptual and methodological challenge for researchers. Because culture involves the processes of sense making, interpretation, and social construction, while identifi cation is more clearly linked theoretically and empirically to attitudes and behavior, bringing these two concepts together helps to address the limits of both. In this article, we develop a multidimensional framework to introduce identifi cation into the discussion of culture, illustrating how tensions of generality-contextuality and unity-multiplicity highlight identifi cation as an important mediator between macrolevel cultural meanings and individual-level behavioral outcomes. We subsequently explore the framework's potential for integrating disparate approaches and encouraging meso-level organizational research, arguing that the dual consideration of these concepts may help to elucidate some of the complexities inherent in organizations, as well as focusing attention on the complex infl uences of both culture and identifi cation in determining organizational outcomes.

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“…An extensive review of the literature on the concept of organizational commitment in the organizational behavior/management literature (e.g., Efraty and Wolfe, 1988) has demonstrated that organizational commitment may result in high job performance, increase in overall organizational effectiveness, and a decrease in employee turnover. Gregson (1992) reviewed organizational commitment studies of accountants and found that many of these studies focus on issues of turnover and relationship between organizational commitment and job satisfaction.…”

Section: Spillover Between Job and Life Satisfacfionmentioning

confidence: 99%

Advances in Quality of Life Theory and Research

2000

Social Indicators Research Series

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This new series aims to provide a public forum for single treatises and collections of papers on social indicators research that are too long to be published in our journal Social Indicators Research. Like the journal, the book series deals with statistical assessments of the quality of life from a broad perspective. It welcomes the research on a wide variety of substantive areas, including health, crime, housing, education, family life, leisure activities, transportation, mobility, economics, work, religion and environmental issues. These areas of research will focus on the impact of key issues such as health on the overall quality of life and vice versa. An international review board, consisting of Ruut Veenhoven, Joachim Vogel, Ed Diener, Torbjorn Mourn and Wolfgang Glatzer, will ensure the high quality of the series as a whole.

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The effect of organizational identification on employee affective and performance responses

Cited by 63 publications

References 11 publications

Knowledge Sharing: The Influences of Learning Organization Culture, Organizational Commitment, and Organizational Citizenship Behaviors

Knowledge Sharing: The Influences of Learning Organization Culture, Organizational Commitment, and Organizational Citizenship Behaviors

If I belong, do I believe? An integrative framework for culture and identification

Advances in Quality of Life Theory and Research

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