The Identity-Matching Principle: Corporate and Organizational Identification in a Franchising System
By Johannes Ullrich, J. Wieseke, Oliver Christ, M. Schulze, Rolf van Dick. 2007
109 citations recorded by the source corpus.
Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/37dc1de490ff6068f3ae00de89b7ca90f38eca40
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Marketing
In Organizational Behavior and Human Resource Management
- Blake E. Ashforth
- Kevin G. Corley
- Spencer H. Harrison
- Rolf van Dick
- L. Avanzi
- F. Fraccaroli
- G. Sarchielli
- A. Humphrey
In Strategy and Management
- Blake E. Ashforth
- Spencer H. Harrison
- Rolf van Dick
- Kevin G. Corley
- L. Avanzi
- F. Fraccaroli
- G. Sarchielli
Citations in the corpus
- Identification in Organizations: An Examination of Four Fundamental Questions (2008, background): “The second reason why distinctions among identification loci are worth preserving is that research indicates that individuals tend to identify more strongly with lower order identities than higher order identities (Apker & Fox, 2002; Barker & Tompkins, 1994; Bartels, Douwes, de Jong, & Pruyn, 2006; ”
- The downside of organizational identification: Relations between identification, workaholism and well-being (2012, background): “Ullrich, Wieseke, Christ, Schulze, and van Dick ( 2007 ), for instance, have suggested a “matching principle” for any relation between criteria and foci of identification.”
- Collective Dynamics of Citizenship Behaviour: What Group Characteristics Promote Group-Level Helping? (2009, unknown): “First, according to the social learning theory (Bandura, 1986), supportive leaders may increase members’ helping behaviour by offering them a behavioural model to emulate (Ullrich et al., 2007).”