ABSTRACT
Organizational identification refers to the extent to which employees define themselves in terms of their organizational memberships. Research has shown that employees who identify with their organizations tend to make stronger contributions and exert greater effort at work. But what exactly is organizational identification, and when does it occur? Do certain factors in the workplace promote organizational identification, and what types of consequences does it have for employees and their employers? Is identification an exclusively positive phenomenon in organizations? Finally, if organizational identification is, on the whole, beneficial for organizations, what steps can managers take to foster identification among employees? This chapter seeks to address these questions and more by reviewing the literature on organizational identification. The chapter begins by introducing the concept of organizational identification, including its definition and foundations in social identity theory. Next, we summarize research findings regarding the antecedents and consequences of organizational identification, as well as the existing measurement tools for assessing organizational identification. Finally, we conclude the chapter by suggesting directions for future research, including multilevel examinations of organizational identification, employees’ identification with multiple organizations, and organizational identification in a global business context.
