Social Identity and Social Exchange: Identification, Support, and Withdrawal from the Job

By D. van Knippenberg, Rolf van Dick, Susana M. Tavares. 2005

271 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/815209416b7eb83f13d8c0255c1f377477fa0c55

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Exploring predictors of organizational identification: Moderating role of trust on the associations between empowerment, organizational support, and identification (2010, background): “…study integrating social exchange and social identity perspective on the psychological relationship between the individual and the organization, van Knippenberg et al. (2007) demonstrated that support and identification were negatively related to employee withdrawal, and identification buffered…”
The value of value congruence. (2009, result): “Consistent with this reasoning, research has shown that organizational identification is negatively related to turnover intention (Abrams, Ando, & Hinkle, 1998; van Knippenberg et al., 2007) and actual turnover (Mael & Ashforth, 1995).”
The Job Demands-Resources model as predictor of work identity and work engagement: A comparative analysis (2011, background): “Individuals then become more motivated to maintain the relationship (Van Knippenberg et al., 2007) and ‘the boundaries between the self and other’ is blurred and deep structure identification is able to develop (Rousseau, 1998, p. 222).”
Understanding the changing nature of psychological contracts in 21st century organizations (2017, background): “…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 al., 2007; Lavelle,…”
Linking perceived organizational support with employee work outcomes in a Chinese context: Organizational identification as a mediator (2014, background): “However, it has been argued that some aspects of employee–employer relationship are better understood on the basis of self-definition and self-categorization, not simply in terms of reciprocity and exchange (e.g., Eisenberger & Stinglhamber, 2011; Van Knippenberg & Sleebos, 2006).”
Linking ethical leadership to employee performance: The roles of leader-member exchange, self-efficacy, and organizational identification (2011, background): “Specifically, van Knippenberg et al. (2007) found that supervisor and organizational support interact with identification such that social exchange becomes less important with higher identification.”