It is argued that (a) social identification is a perception of oneness with a group of persons; (b) social identification stems from the categorization of individuals, the distinctiveness and prestige of the group, the salience of outgroups, and the factors that traditionally are associated with group formation; and (c) social identification leads to activities that are congruent with the identity, support for institutions that embody the identity, stereotypical perceptions of self and others, and outcomes that traditionally are associated with group formation, and it reinforces the antecedents of identification. This perspective is applied to organizational socialization, role conflict, and intergroup relations.

Social Identity Theory and the Organization

The Measurement of Organizational Commitment.

Summary Organizational identification is defined as a perceived oneness with an organization and the experience of the organization's successes and failures as one's own. While identification is considered important to the organization, it has not been clearly operationalized. The current study tests a proposed model of organizational identification. Self-report data from 297 alumni of an all-male religious college indicate that identification with the alma mater was associated with: (1) the hypothesized organizational antecedents of organizational distinctiveness, organizational prestige, and (absence of) intraorganizational competition, but not with interorganizational competition, (2) the hypothesized individual antecedents of satisfaction with the organization, tenure as students, and sentimentality, but not with recency of attendance, number of schools attended, or the existence of a mentor, and (3) the hypothesized outcomes of making financial contributions, willingness to advise one's offspring and others to attend the college, and participating in various school functions. The findings provide direction for academic administrators seeking to increase alumni support, as well as for corporate managers concerned about the loyalty of workers in an era of mergers and takeovers.

https://onlinelibrary.wiley.com/doi/pdf/10.1002/job.4030130202

Alumni and their alma mater: A partial test of the reformulated model of organizational identification

We thank Massimo Bergami, Arthur Brief, Mason Carpenter, Brian Golden, Frances Hauge, Rod Kramer, Sharon Lobel, Reuben McDaniel, Debra Meyerson, Wendy Penner, Sandy Piderit, Linda Pike, Mlchael Pratt, Robert Quinn, Anat Rafaeli, Lance Sandelands, Bob Sutton, David Whetten, Batia Wiesenfeld, and three anonymous reviewers for comments on earlier drafts of this paper. We develop a model to explain how images of one's work organization shape the strength of his or her identification with the organization. We focus on two key organizational images: one based on what a member believes is distinctive, central, and enduring about his or her organization and one based on a member's beliefs about what outsiders think about the organization. According to the model, members assess the attractiveness of these images by how well the image preserves the continuity of their self-concept, provides distinctiveness, and enhances self-esteem. The model leads to a number of propositions about how organizational identification affects members' patterns of social interaction.'

/pdf/organizational-images-and-member-identification-34qjsgg0o4.pdf

Organizational images and member identification.

Recent thinking about top management has been influenced by alternative models of man.1 Economic approaches to governance such as agency theory tend to assume some form of homo-economicus, which depict subordinates as individualistic, opportunistic, and self-serving. Alternatively, sociological and psychological approaches to governance such as stewardship theory depict subordinates as collectivists, pro-organizational, and trustworthy. Through this research, we attempt to reconcile the differences between these assumptions by proposing a model based upon the subordinate's psychological attributes and the organization's situational characteristics.

https://www.jstor.org/stable/pdfplus/259223.pdf

Toward a stewardship theory of management

Eight hundred thirty four employees in twenty-six organization branches of the Tennessee Valley Authority participated in a survey. Indices were constructed to test a set of hypotheses concerning correlates of identification with the organization. It was predicted that individuals would tend to identify with the organization in three situations: (1) where they saw the organization as providing opportunities for personal achievement; (2) where they had power within the organization; (3) where there were no competing sources of identification. The hypotheses were based on a distinction between two types of satisfactions available within work organizations, symbolic (i.e., achievement-oriented) and pragmatic. Analysis of identification indicated that it depends on the presence of opportunities to satisfy symbolic motivational states. It also indicated that identification as a mode of orientation can be distinguished from other apparently similar modes such as satisfaction. The findings supported the hypotheses, indicating that identification can be observed and that it is related to a distinct worker perspective.

Identification and Some Conditions of Organizational Involvement

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Identification and Some Conditions of Organizational Involvement