Constructing Professional Identity: The Role of Work and Identity Learning Cycles in the Customization of Identity Among Medical Residents

By Michael G. Pratt, Kevin W. Rockmann, J. Kaufmann. 2006

1,840 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/6744ad2e6dfa2fb82993a23ea968e090904955bd

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Citations in the corpus

The Interplay between Intuition and Rationality in Strategic Decision Making: A Paradox Perspective (2017, positive): “In our narrative, we use “power quotes” from all seven cases to illustrate the practices (Pratt et al., 2006).”
Identification in Organizations: An Examination of Four Fundamental Questions (2008, background): “…frequent of late (Ibarra, 1999; Kreiner, Ashforth, & Sluss, 2006; Kreiner, Hollensbe, et al., 2006; Loi, Ngo, & Foley, 2004; Lui, Ngo, & Tsang, 2003; Pratt et al., 2006; Sargent, 2003; Vough, 2007).14 (Also, a rich tradition of occupational ethnographies implicates identification, even if only…”
Assuming the Mantle: Unpacking the Process by Which Individuals Internalize a Leader Identity (2009, positive): “Examples include " identity patching " for new medical residents (Pratt et al., 2006) or " inquiring " for those with ambiguous organizational memberships (Bartel & Dutton, 2001).”
HOW TRANSFORMATIONAL LEADERSHIP WEAVES ITS INFLUENCE ON INDIVIDUAL JOB PERFORMANCE: THE ROLE OF IDENTIFICATION AND EFFICACY BELIEFS (2008, background): “Wells (1978) argued that although identification may be theoretically and empirically linked to performance outcomes (see also Pratt et al., 2006; Riketta, 2005; Riketta & Van Dick, 2005; van Knippenberg, 2000), this linkage may be better understood through interpretive events such 802 Wa l u m b W…”
Embracing, Passing, Revealing, and the Ideal Worker Image: How People Navigate Expected and Experienced Professional Identities (2015, background): “First, identity expectations in professional jobs are often strong, and AGM’s status as one of the more demanding consulting firms within the industry qualified it as an “extreme” case (Eisenhardt 1989), where pressures to be an ideal worker might be especially acute and hence particularly visible (”
Should I Stay or Should I Go? Identity and Well-Being in Sensemaking About Retention and Turnover (2017, background): “Coping with strains and identity formation both generally involve cycles (Ashforth et al., 2008; M. A. Griffin & Clarke, 2011; Pratt et al., 2006), and sensemaking is an ongoing identity-related process (Weick, 1995).”
Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification (2011, background): “Supporting these arguments, a growing body of research has shown that identification is positively related to individual behaviors such as performance (e.g., Pratt et al., 2006, Smidts et al., 2001, Walumbwa et al., 2008, Walumbwa et al., 2009 and Walumbwa et al., in press).”
Work-based identity and work engagement as potential antecedents of task performance and turnover intention: Unravelling a complex relationship (2012, background): “Substantial research literature is available on work-related identity and work engagement antecedents, construction, transformation and maintenance, but research focused on the impact of these constructs on organisational outcomes is sparse (Agostino, 2004; Bakker & Schaufeli, 2008; Buche, 2003, 200”