Identification in organizations: The role of self-concept orientations and identification motives

By Danielle Cooper, Sherry M. B. Thatcher. 2010

322 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/4d48065513fe247bb611b1d4f3488b01d9991663

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In Gender Studies

In Organizational Behavior and Human Resource Management

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Citations in the corpus

“I Identify with Her,” “I Identify with Him”: Unpacking the Dynamics of Personal Identification in Organizations (2016, background): “…in groups, individuals have a relational or interpersonal level of self composed of one’s role relationships, such as spouse-spouse and coworker-coworker (Brewer &Gardner, 1996; Brickson, 2000; Cooper & Thatcher, 2010; Lord & Brown, 2004; Lord, Brown, & Freiberg, 1999; Sedikides & Brewer, 2001).”
Does servant leadership foster creativity and innovation? A multi-level mediation study of identification and prototypicality (2014, background): “…scholars suggest that leader–follower relationship is critical to how followers define themselves at work (Aryee et al., 2007) providing them with a sense of connection (Aryee, Sun, Chen, & Debrah, 2008), self-expansion (Graen & Uhl-Bien, 1995), and selfconsistency (Cooper & Thatcher, 2010).”
Relationship between innovation‐led HR policy, strategy, and firm performance: A serial mediation investigation (2018, methodology): “To illustrate this further using relational identification theory, we argue that followers identify themselves in terms of their relationship with servant leaders because in followers’ eyes, these leaders are attractive (Cooper & Thatcher, 2010).”
Respect in Organizations: Feeling Valued as “We” and “Me” (2017, background): “…or her as an individual; depersonalized belonging refers to the social bond a person feels from sharing a valued social identity with other members (Cooper & Thatcher, 2010; Mael & Ashforth, 2001; Riketta, 2008), which is dependent not on specific interpersonal relationships but on seeing oneself…”
Breaking Them in or Eliciting Their Best? Reframing Socialization around Newcomers’ Authentic Self-expression (2013, background): “…we did not examine whether individual differences moderate the effectiveness of authentic socialization, such that a newcomer’s need for uniqueness (Snyder and Fromkin, 1977) or self-concept orientation (Cooper and Thatcher, 2010) are boundary conditions of successful authentic socialization.”
A multi-level investigation of psychological contract breach and organizational identification through the lens of perceived organizational membership: testing a moderated-mediated model (2013, background): “Theory and Hypotheses Antecedents of Organizational identification Managers are increasingly aware that organizational identification influences key outcomes at work, including effort, cooperation, organizational support and citizenship behaviors (e.g., Cooper & Thatcher, 2010).”
Group Faultlines (2012, background): “994 Journal of Management / July 2012 Furthermore, individuals have certain self-concepts and identity motives that lead them to identify with particular groups of people (Cooper & Thatcher, 2010).”
The Meaning of My Feelings Depends on Who I Am: Work-Related Identifications Shape Emotion Effects in Organizations (2017, background): “Two of the most studied and accepted identity motives are self-consistency and self-enhancement (Ashforth et al., 2008; Cooper & Thatcher, 2010; Shamir, 1991).”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “Depending on the type of orientation, leaders would have different motivations to associate themselves with their organization, workgroup and co-workers (Cooper and Thatcher 2010).”
Leadership, creativity, and innovation: A critical review and practical recommendations (2018, background): “…mechanisms Identification-based mediators represent an alternate form of motivational mechanism (e.g., Tierney, 2015) that drawn on self-concept theory (Shamir, House, & Arthur, 1993), role identity theories (Burke & Tully, 1977), and the relational identification concept (Cooper & Thatcher, 2010).”