Interactive Effects of Work Group and Organizational Identification on Job Satisfaction and Extra-Role Behavior.

By Rolf van Dick, D. van Knippenberg, Rudolf Kerschreiter, Guido Hertel, J. Wieseke. 2008

256 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/1aa285d6f3e5471b1959dd93cbbf79ed639999f9

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In Applied Psychology

In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Dual commitment in the organization: Effects of the interplay of team and organizational commitment on employee citizenship behavior, efficacy beliefs, and turnover intentions (2017, background): “This finding supports and extends previous research that has proven incremental validities for team commitment for the prediction of OCB (Becker, 1992; van Dick et al., 2008).”
Organizational identification, work engagement, and job satisfaction (2015, result): “Results showed organizational identification has a strong and positive effect on job satisfaction and corroborates the findings van Dick et al. (2008).”
Understanding the changing nature of psychological contracts in 21st century organizations (2017, background): “…research on the psychological contract may be further integrated with both contemporary constructs like group and organizational identification (van Dick et al., 2008; van Knippenberg et al., 2007), LMX (Henderson et al., 2008), organizational justice, affective commitment, and OCB (Lavelle et…”
Multiple Identification Foci and Their Countervailing Effects on Salespeople's Negative Headquarters Stereotypes (2012, background): “This shift occurs because the work team is the organizational unit in which people conduct most of their day-to-day job activities (Van Dick et al. 2008).”
Does ethical leadership reduce turnover intention? The mediating effects of psychological empowerment and organizational identification (2020, background): “This improves motivation (Van Dick et al., 2008), which in turn reduces turnover intention (Cho & Ryu, 2009; Meyer et al., 2002; Riketta, 2005; van Knippenberg, van Dick, & Tavares, 2007).”